She created the corporate culture of Netflix and ended up being hurt by it – Sohu Technology-9c8947

She created the Netflix company culture is the final injury – Sohu technology recently, a 124 page presentation on Slideshare shared 13 million times, and it is Facebook’s chief operating officer Sheryl Sandberg called "the most important document from Silicon Valley". The author of the document entitled "Netflix culture: freedom and responsibility" is Patty McCord, who once served as Netflix’s chief talent officer. "We (she and Netflix co-founder Reed Hastings) used to work in another company, and when we left, we didn’t like the company. It’s like any other company." McCord said in an interview with Fastcompany website. So the two decided to create a different corporate culture. McCord decided that they would not list core values like other companies, but write down what companies value and what they expect of their employees. This document requires that employees should have the sense of self-reliance and feel their responsibility for the company. The company has no regulations on vacation and travel, nor staff assessment for the year. McCord says companies only want to attract "fully mature adults"." "If you look at the thinking of an innovator, you’ll find that innovators never say, ‘I know what we should do. "We should look around and see what everyone else is doing, and then do a little better than what they do," McCord said. "In terms of personnel, we dare to take risks, just as we dare to take risks in business." In the process of building corporate culture, McCord shielded all external influences. For years, she refused to understand what other companies did. Every two or two years, she goes to a conference on human resources, but she gets tired of speaking at the conference and then isolates herself into the Netflix. [when I attend these human resources meetings], I’ll find that colleagues complain that they don’t get the place they deserve, CEO doesn’t respect them, and how do you win recognition?. "These things drive me crazy," McCord said. "How do you get your seat? You go and win it. How do you get recognition? You do something worthy of recognition." "I’ve had enough of this infantile attitude.". No, you shouldn’t complain about your T-shirt. You’re 40 years old. You have a mortgage, a family and a car. Do I also need to tell you how much money the company should invest in your department? That’s stupid." To some extent, this "achievement" culture has created Netflix’s success, but sometimes it can be too cruel. Employees who work hard are also often worried about whether they will be fired. In an interview with NPR, Ms

她缔造了 Netflix 的公司文化 最终却又被其所伤-搜狐科技   近期,一份 124 页的演示文档在 Slideshare 上分享了 1300 万次,而且,它被 Facebook 的首席运营官 Sheryl Sandberg 称作是“来自硅谷的最重要文档”。这份“Netflix 文化:自由与责任” 的文档的作者是曾经担任 Netflix 首席人才官的 Patty McCord。   “我们(她与 Netflix 联合创始人 Reed Hastings)曾经在另一家公司工作过,当我们离开的时候,我们不喜欢公司的样子。它就像其它任何公司一样。” McCord 接受 Fastcompany 网站采访时说。   于是,两人决定创建一种不同的公司文化。McCord 决定,他们不会像其它公司一样,列出什么核心价值,而是写下公司看重的东西以及对员工的期望。这份文档要求,公司员工应该有自立意识,并且感受到自己对公司的责任。公司没有假期和旅游方面的规定,也没有年度的员工考核。McCord 说,公司只想吸引那些“完全成熟的成年人。”   “如果你观察一位创新者的思维,你会发现,创新者从来不会说,‘我知道我们应该怎么做了。我们应该看看周围,看其他人都在做什么,然后比他们做的稍微好一点’,” McCord 说,“在人事方面,我们敢于承担风险,正如我们在商业方面敢于承担风险一样。”   在构建公司文化的过程中,McCord 屏蔽了一切外界的影响。多年来,她一直拒绝了解其它公司的做法。每隔一两年,她会去参加一个人力资源大会,但是,她总会厌倦于大会上的发言,然后重新把自己隔离到 Netflix 的内部。“[当我参加这些人力资源大会],我会发现,同行们抱怨说,他们没有获得应有的位置,CEO 不尊重他们,还有,你如何才能获得赢得的承认。这些东西让我发疯,” McCord 说,“你如何获得应有的位置?你去赢得它。你如何获得承认?你做些值得让人承认的事情。”   “我受够了这种婴儿式的态度。不,你不应该抱怨自己的 T 恤衫,你已经 40 岁了。你有按揭贷款、家庭和汽车。我还需要告诉你,公司应该向你的部门投入多少钱吗?那太愚蠢了。”   从某种程度上,这种“重成果”的文化造就了 Netflix 的成功,但是,有时候,它也会显得过于残酷。努力工作的员工也经常担心是否会被解雇。在 NPR的一次采访中,McCord 曾经谈到一件事情。由于产品测试实现了自动化,一位从事此项工作的员工丢掉了工作。这位员工非常沮丧。于是,McCord 给她打了一个电话。“我说,这种事情很奇怪吗?我们早就谈过这个问题了。她说,是的,但是你知道,我工作非常努力,这真的很不公平。我说,你在哭吗?她说是。然后我说,你应该擦干眼泪,昂着头离开 Netflix。你是最后一个离开的,因为你是最棒的。你的工作非常出色。只是,我们不再需要你的工作了。”   公司高层也要遵循同样的规则。在向流媒体视频转型的过程中,Netflix 砍掉了曾为公司初期建设做出重要贡献的整个工程师团队。McCord 曾经解雇过数百人,自称是“好离好散之女王”。后来,由于她支持了一项灾难性的策略,自己也不得不忍痛离开 Netflix。如今,McCord 从事顾问工作,向企业提供领导能力和文化方面的指导。   图片来自 digitaltrends相关的主题文章: