Netflix文化：自由与责任(中英文双语对照版)预览.ppt

* Career “Planning” Not for Us职业“规划”不是我们的菜 Formalized development is rarely effective, and we don’t try to do it形式化的个人职业规划很少奏效，我们也不会尝试去做 e.g., Mentor assignment, rotation around a firm, multi-year career paths, etc.例如：导师和项目指导，公司内轮岗，年功职级通道等等 * We Support Self-Improvement我们支持自我提升 High performance people are generally self-improving through experience, observation, introspection, reading, and discussion高绩效人才大多能通过经验、观察、内省、阅读和讨论自我提升 As long as they have stunning colleagues and big challenges to work on只要他们还拥有杰出的一群同事和足够大的工作挑战 We all try to help each other grow我们所有人都努力相互帮助对方成长 We are very honest with each other我们所有人都对彼此诚实 * We want people to manage their own career growth, and not rely on a corporation for “planning” their careers我们希望员工管理他们自己的职业发展，而不是依赖于公司“规划”他们的职业生涯 * Your Economic Security is based on your Skills and Reputation你的经济保障建立在你的技能水平和人品名声之上 We try hard to consistently provide opportunity to grow both by surrounding you with great talent 我们倾尽全力持续提供机会，使得你和你周围的杰出同事共同成长 * Seven Aspects of our Culture文化的7个方面回顾 Values are what we Value（价值观来自于我们推崇和珍视的价值） High Performance （追求高绩效） Freedom Responsibility（自由和责任） Context, not Control（情景管理而非控制） Highly Aligned, Loosely Coupled（认同一致，松散耦合） Pay Top of Market（支付市场最高工资） Promotions Development （晋升和成长） * We keep improvingour culture as we grow随着我们的成长，我们持续提升我们的企业文化We try to get betterat seeking excellence我们努力通过寻求卓越而变得更好 * * * Tightly Coupled Monolith（巨无霸型） Mavericks get exhausted trying to innovate 想要创新的人员感觉筋疲力竭 Highly coordinated through centralization, but very slow, and slowness increases with size通过中央集权管理保持各部门协调，但是非常缓慢，这种缓慢程度和公司同步增长。 * Independent Silos（国企型） Each group executes on their objectives with little coordination 每个团执行各自的目标，基本没有协同。 Everyone does their own thing 每个团队做自己的事。 Work that requires coordination suffers 要求协同的工作让各方都很受伤。 Alienation and suspicion between departments 部门之间山头林立，彼此排挤，相互怀疑。 Only works well when areas are independent只有完全独立的业务领域内才能运转顺畅。 e.g., aircraft engines and blend