Netflix文化-自由与责任

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1. Netflix Culture: Netflix 文化： Freedom & Responsibility 自由与责任 1

2. We Seek Excellence 我们寻求卓越 Our culture focuses on helping us achi eve excellence 我们的文化聚焦于帮助自己达成卓越 2

3. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 3

4. Many companies have nice soundi ng value statements displayed in th e lobby, such as: 众多公司在大堂展示动听的价值观，诸如： Integrity 正直 Communication 沟通 Respect 尊重 Excellence 卓越 4

5. Enron, whose leaders went to jail, and which went bankrupt from fraud, had these values displayed in their lobby: 安然公司，高层入狱，公司因欺诈而破产，在它的大堂里展示着这些企业价值观： Integrity 正直 Communication 沟通 Respect 尊重 Excellence 卓越 (These values were not, however, what was really valued at Enron 5 这些字眼显然并非是安然公司真正的价值观 )

6. The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 公司真正的价值观和动听的价值观完全相反，是具体通过哪些人被奖励、被提升和被解雇来体现。 6

7. Actual company values are the behaviors and skills that are valued in fellow employees 真正的价值观是被员工所重视的行为和技能。 7

8. At Netflix, we particularly value the following nine behaviors a nd skills in our colleagues… 在 Netflix ，我们特别珍视以下 9 项同事们拥有的行为和技能… …meaning we hire and promote people who demonstrate these nine 也意味着我们雇佣和升迁能够体现这 9 项特质的员工 8

9. You make wise decisions (people, technical, business, and creative) despite ambiguity 你在对人，对技术、对商务和对创新上能够做出明智的决定，摒弃模棱两可 Judgment 判断力 You identify root causes, and get beyond treating symptoms 你明辨事物根由，不为表象所惑 You think strategically, and can articulate what you are, and are not, trying to do 你能战略性思考，有自知之明，并努力做到 You smartly separate what must be done well now, and what can be improved later 你能很聪明地分清楚哪些事现在必须完成，哪些事可以稍后跟进 9

10. You listen well, instead of reacting fast, so you can better understand 你善于聆听，而非快速反驳。如此你能够更好地理解 Communication 沟通力 You are concise and articulate in speech and writing 你在说和写的时候简洁清晰 You treat people with respect independent of their status or disagreement with you 你待人接物心存敬意，不在意对方的身份，也不在意对方持有异议 You maintain calm poise in stressful situations 在重压之下，你也能镇定自若 10

11. You accomplish amazing amounts of important work 你能完成众多重要工作 Impact 影响力 You demonstrate consistently strong performance so colleagues can rely upon you 你的同事能仰仗你持续输出的强大工作能力 You focus on great results rather than on process 你注重结果而非过程 You exhibit bias-to-action, and avoid analysis-paralysis 你偏好先发制人而非谋定后动 11

12. You learn rapidly and eagerly 快速学习且渴望学习 Curiosity 好奇心 You seek to understand our strategy, market, customers, and suppliers 努力理解公司的战略、市场、用户和供应商 You are broadly knowledgeable about business, technology and entertainment 拥有对商业、技术和娱乐的广泛认知 You contribute effectively outside of your specialty 在你专长之外也能有效提供贡献 12

13. You re-conceptualize issues to discover practical solutions to hard problems 你能重构概念以找出难题的特别解决之道 Innovation 创新 You challenge prevailing assumptions when warranted, and suggest better approaches 你能挑战成见，给出更好的方法 You create new ideas that prove useful 你能想出的新点子且被证实有效 You keep us nimble by minimizing complexity and finding time to simplify 你能通过降低复杂度，找到简化时间的方法以保持公司的敏捷 13

14. You say what you think even if it is controversial 你想说什么就说什么，哪怕有所争议 Courage 勇气 You make tough decisions without agonizing 你能毫无痛苦地作出艰难决定 You take smart risks 你能明智地冒险 You question actions inconsistent with our values 你能质疑和我们价值观不一的行为 14

15. You inspire others with your thirst for excellence 以你对卓越的渴望激励他人 Passion 热情 You care intensely about Netflix‘s success 你对公司的成功深系于心 You celebrate wins 你热爱胜利 You are tenacious 你坚忍不拔 15

16. You are known for candor and directness 众人认为你坦白直率 Honesty 诚实 You are non-political when you disagree with others 你不同意他人意见时并非出于公司政治的考量 You only say things about fellow employees you will say to their face 你不背后议论他人 You are quick to admit mistakes 你能很快承认错误 16

17. You seek what is best for Netflix, rather than best for yourself or your group Selflessness 无私你寻求的是什么对 Netflix 最好，而不是什么对你自己和你的小团队最好 You are ego-less when searching for the best ideas 当大家一起找寻最佳方案时，你没有那么多自我要维护 You make time to help colleagues 你愿意花时间帮助同事 You share information openly and proactively 你能主动开放地分享资讯 17

18. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 18

19. Imagine if every person at Netf lix is someone you respect and learn from… 设想一下，如果公司里的任何一个员工，你都发自内心地尊重，而且能够从他们身上学到东西… 19

20. Great Workplace is Stunning Colleagues 最好的工作环境是拥有一群超级棒的同事 Great workplace is not espresso, lush benefits, su shi lunches, grand parties, or nice offices 最好的工作环境不在于上等咖啡、丰厚福利、日本料理、盛大派对和漂亮办公室 We do some of these things, but only if they are efficient at attracting and retaining stunning colleagues 我们也会做上述的事情，但那只是因为这样才能吸引和留住那些超级棒的同事。 20

21. Like every company, we try to hire well 和许多公司一样，我们努力将招聘做好 21

22. Unlike many companies, we practice: 和许多公司不一样，我们实行： adequate performance ge ts a generous severance pa ckage 仅仅做到称职的员工，也要拿钱走人 22

23. We’re a team, not a family 我们是个团队，不是个家庭 We’re like a pro sports team, not a kid’s recreational team 我们就像个专业运动队，而不是小孩子过家家 Netflix leaders hire, develop and cut smartly, so we have stars in every position 因为 Netflix 的领导能够明智地聘用、培养和裁员，所以我们在每个岗位上都是明星员工 23

24. The Keeper Test Managers Use: 管理者的员工去留测试： Which of my people, if they told me they were leaving, for a similar job at a peer company, would I fight hard to keep at Netflix? 我手下的员工里，如果有人要辞职去同业公司做类似工作，有哪些人是我会拼命挽留的？ 24

25. The other people should get a generous severance now, so we can open a slot to try to find a star for that role 如果不是，那么这样的员工我们只能让他们拿钱走人，这样我们才能空出位子，为团队找到明星员工。 The Keeper Test Managers Use: 管理者的员工去留测试： Which of my people, if they told me they were leaving, for a similar job at a peer company, would I fight hard to keep at Netflix? 我手下的员工里，如果有人要辞职去同业公司做类似工作，有哪些人是我会拼命挽留的？ 25

26. Honesty Always 永远保持诚实 As a leader, no one in your gro up should be materially surprise d of your views 作为领导者，你团队中的任何一名成员都不应该对你的评估感到特别惊奇 26

27. Honesty Always 永远保持诚实 Candor is not just a leader’s respon sibility, and you should periodically a sk your manager: “If I told you I wer e leaving, how hard would you work to change my mind?” 坦诚不单是领导者的责任，作为员工，你也应该定期地询问你领导：如果我告诉你我要辞职，那你会多大程度上努力挽留我？ 27

28. All of Us are Responsible for Ensuring We Live our Values 我们所有人都有责任确保价值观的延续 “You question actions inconsistent with our value s” is part of the Courage value 质疑和我们价值观不一致的行为”是勇气那一章的一部分。 Akin to the honor code pledge: “I will not lie, nor cheat, nor steal, nor tolerate those who do” 和我们的荣誉准则一致：“我不撒谎，不欺诈，不偷窃，也绝不容忍这么做的人。 28

29. Pro Sports Team Metaphor is G ood, but Imperfect 专业运动队的比喻很好，但有瑕疵。 Athletic teams have a fixed nu mber of positions, so team me mbers are always competing w ith each other for one of the pr ecious slots 运动队有固定的位置数量，所以成员们会为了宝贵的位置而相互竞争。 29

30. Corporate Team 合作团队 The more talent we have, the more we can accomplish, so our people assist each other all the time 我们的团队能力越大，我们所取得的成就也就越大，所以我们的人始终彼此帮助。 Internal “cutthroat” or “sink or swim” behavior is rare and not tolerated 内部人员之间的倾轧行为非常少见，而且不被容忍。 30

31. We Help Each Other To Be Great 我们彼此帮助，共同成就。 31

32. Isn’t Loyalty Good? 忠诚有益？ What about Hard Workers? 如何对待勤奋员工？ What about Brilliant Jerks? 如何对待不羁天才？ 32

33. Loyalty is Good 忠诚有益 • Loyalty is good as a stabilizer • 忠诚就像稳定器一样有益。 • People who have been stars for us, and hit a bad patch, get a ne ar term pass because we think they are likely to become stars for us again • 那些想成为明星员工的人表现低迷，会得到原谅，因为我们认为他们很有可能会再次成为我们的明星员工。 • We want the same: if Netflix hits a temporary bad patch, we wan t people to stick with us • 我们也想得到同样的回馈：如果 Netflix 遭遇短期低迷，我们希望员工会和我们紧密团结在一起。 • But unlimited loyalty to a shrinking firm, or to an ineffective emplo yee, is not what we are about • 但是，对于一个走下坡路的公司，或者对一个无效率的员工，无限度的忠诚并非我们所希望的。 33

34. Hard Work – Not Relevant 勤奋工作 --- 并非切题 • We don’t measure people by how many hours they work or ho w much they are in the office • 我们不会用花了多少小时工作，或者有多少人呆在办公室里作为衡量员工和团队的标准。 • We do care about accomplishing great work • 我们只在意是否完成了伟大的工作成就。 • Sustained B-level performance, despite “A for effort”, generat es a generous severance package, with respect • 持续做出 B 级的工作输出，不想着做到 A 级的效能，只能请他拿钱走人，客客气气的。 • Sustained A-level performance, despite minimal effort, is reward ed with more responsibility and great pay • 保持 A 级的工作输出，追求最大效用，将会被委以重任，酬以重金。 34

35. Brilliant Jerks 不羁天才 • Some companies tolerate them • 有些公司容忍他们。 • For us, cost to effective teamwork is too high • 对于我们而言，这种人会使得保持团队效率的代价太大。 • Diverse styles are fine – as long as perso n embodies the 9 values • 保持多样性的风格很好，但这个人得体现出前述 9 种价值观。 35

36. Why are we so insistent on high performance? 为什么我们对高效能如此坚持？ In procedural work, the best are 2x 对于程序型的工作，顶级员工的输出量是一般员工的 2 倍。 better than the average. In creative/inventive work, the best are 10x better than the average, 对于创新型 /创意型的工作，顶级员工的输出量是一般员工的 10 倍！ so huge premium on creating effective team s of the best

37. Why are we so insistent on high performance? 为什么我们对高效能如此坚持？ Great Workplace is Stunning Colleagues 最好的工作环境是拥有一群超级棒的同事。 37

38. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • Many people love our culture, and stay a lon g time • 许多人喜欢我们的企业文化，并且呆了很长时间 – They thrive on excellence and candor and chang e – 他们因为公司的卓越、坦率和变化而成长。 – They would be disappointed if given a severance package, but lots of mutual warmth and respect – 他们会因为被辞退而感觉到失望，但是带走彼此之间的热情和尊重。 38

39. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • Some people, however, value job security an d stability over performance, and don’t like o ur culture • 部分人看重工作的安稳甚于高效输出，而且并不喜欢我们的企业文化。 – They feel fearful at Netflix – 他们在 Netflix 会心怀忧惧。 – They are sometimes bitter if let go, and feel that w e are political place to work – 如果让他们走人，有时他们会感到苦涩，觉得我们在搞办公室政治。 39

40. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • We’re getting better at attracting onl y the former, and helping the latter real ize we are not right for them • 在吸引前一类人这方面，我们正在越做越好。同时，我们帮助后者认识到这里并不适合他们。 40

41. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 41

42. The Rare Responsible Person •Self motivating （价值观来自于我们推崇和珍自励） •Self aware （价值观来自于我们推崇和珍自知） •Self disciplined （价值观来自于我们推崇和珍自律） •Self improving （价值观来自于我们推崇和珍自我提升） •Acts like a leader （价值观来自于我们推崇和珍如同领导者一般行事） •Doesn’t wait to be told what to do •（价值观来自于我们推崇和珍不会等着被叫去做事） •Picks up the trash lying on the floor •（价值观来自于我们推崇和珍主动捡起地上的垃圾） 42

43. Responsible People Thrive on Freedom, and are Worthy of Freedom 有责任感的人因为自由而成长，也配得上这份自由。 43

44. Our model is to increase employee freedom as we grow, rather than limit it, 公司成长的同时增进员工的自由，而非限制； to continue to attract and nourish innov ative people, so we have better chance of sustained success 持续吸引和培育有创新精神的员工，使得公司更有可能维继成功。 44

45. Most Companies Curtail Freedom as they get Bigger 大多数公司伴随成长而来的是缩减员工自由 Bigger 企业越来越大 Employee Freedom 职业自由度越来越低 45

46. Why Do Most Companies Curtail Freedom and Become Bureaucratic as they Grow? 为什么大多数公司成长伴随着员工自由的缩减和公司的日益官僚化？ 46

47. Desire for Bigger Positive Impact Creates Growth 对于做大的渴望压缩了创造的增长 Growth 47

48. Growth Increases Complexity 成长增加了公司的复杂度 Complexity 48

49. Growth Also Often Shrinks Talent De nsity 成长经常稀释了人才密度 Complexity % High Performance Employees 49

50. Chaos Emerges （价值观来自于我们推崇和珍混乱出现） Chaos and errors spike here – business has become too complex to run informally with this talent level （价值观来自于我们推崇和珍混乱和错误钉牢这里，在这个人才水平上，业务已经变得太过复杂而不可能以非范式的形态运行。） Complexity （价值观来自于我们推崇和珍复杂度） % High Performance Employees （价值观来自于我们推崇和珍高效能职员百分比） 50

51. Process Emerges to Stop the Ch aos 流程开始出现以停止混乱 Procedures （价值观来自于我们推崇和珍流程） No one loves process, but feels good compared to the pain of chaos 没有人喜欢流程，但是和混乱带来的痛苦相比，前者让人感觉好一点。 “Time to grow up” becomes the professional management’s mantra “ 成长的时候到了”已经成为职业经理人的密咒。 51

52. Process-focus Drives More Talent Out 强调流程作业驱离更多人才 % High Performance Employees 高绩效职业人员百分比降低 52

53. Process Brings Seductively Strong Near-Term Outcome 流程作业引出强有力的短期行为结果 • A highly-successful process-driven company 一个高度成功的流程驱动型公司 – With leading share in its market 在所处的市场上占据领先份额 – Minimal thinking required 对思考的需求最少 – Few mistakes made – very efficient 很少犯错 --- 听起来不错 – Few curious innovator-mavericks remain 很少有好奇的创新者 --- 难有突破 – Very optimized processes for its existing market 对既存市场拥有高度优化的流程 – Efficiency has trumped flexibility 效率战胜了灵活性 53

54. Then the Market Shifts… 接着市场变了… • Market shifts due to new technology or competitors or business models 由于新技术或者新对手或者新商业模式的出现，市场变了。 • Company is unable to adapt quickly 前述公司不能快速适应 – because the employees are extremely good at follo wing the existing processes, and process adherence i s the value system 因为员工们已经极端适应既有的流程作业，对流程的依靠是系统价值的核心。 • Company generally grinds painfully into irrelevance 这样的公司将会痛苦地被碾成昨日黄花。 54

55. Seems Like Three Bad Options 貌似更糟的第三种选择 1. Stay creative by staying small, but therefore have l ess impact 通过保持公司小型化而保存创新能力，但是因此失去市场影响力。 2. Avoid rules as you grow, and suffer chaos 成长的同时不设立规则，然后为混乱所苦。 3. Use process as you grow to drive efficient executio n of current model, but cripple creativity, flexibility, an d ability to thrive when your market eventually chang es 当公司成长时，使用流程驱动现有模式的有效执行。当市场最终改变时，只能用跛脚的创新能力、灵活性和业务能力实现成长。 55

56. A Fourth Option 第 4 种选择 • Avoid Chaos as you grow with Ever More Hig h Performance People – not with Rules 通过和更多高效能员工共同成长，而非制定规则以避免混乱 – Then you can continue to mostly run informally wit h self-discipline, and avoid chaos 于是你可以最大程度上凭借自律而使得灵活运作的业务得以进行，同时避免混乱 – The run informally part is what enables and attrac ts creativity 灵活运作的那一部分能够激发和吸引创造力 56

57. The Key: Increase Talent Density fast er than Complexity Grows 关键点：以超过复杂度提升的速度提升人才密度 e anc m rfor 度 Pe igh 才的密 % H 效人高绩 ees ploy Em ity omplex C siness Bu 度业复杂商 57

58. Increase Talent Density 提升人才密度 h Hig % P e anc m rfor e ees ploy Em • Top of market compensation 支付市场最高薪酬 • Attract high-value people through freed om to make big impact 用自由吸引高价值人才产生巨大影响 • Be demanding about high performanc e culture 强化高效能的企业文化 58

59. Minimize Complexity Growth 将复杂度增长降至最小 • Few big products vs many small ones 用少数大产品取代数量众多的小产品 • Eliminate distracting complexity (barnacles) 消除让人分散精力的复杂度（价值观来自于我们推崇和珍藤壶） • Be wary of efficiency optimizations that increase complexity and rigidity 警惕效率优化所带来的复杂度和僵化度增长 plexity om ness C Busi 度业复杂商 Note: sometimes long-term simplicity is achieved only through bursts of complexity to rework current systems 注：有时长期简单化只有通过现有系统爆发式的复杂性再造才能完成。 59

60. With the Right People, 和对的人一起工作， Instead of a Culture of Process Adherence, 而非流程控制他们， We have a Culture of Creativity and Self-Discipline, Freedom and Responsibility 我们因而建立起富于创新精神和自律精神，自由和负责的企业文化 60

61. Is Freedom Absolute? 自由是绝对需要的吗？ Are all rules & processes bad? 是否所有的规则和流程都不好？ 61

62. Freedom is not absolute 自由不是绝对的 Like “free speech”there are some limited exceptions to “freedom at work” 正如“言论自由”一样，“工作中的自由”也有几项有限的例外 62

63. Two Types of Necessary Rules 两类必要的规则 1. Prevent irrevocable disaster 为了阻止不可挽回灾难 – Financials produced are wrong 财务程序错误 – Hackers steal our customers’ credit card info 黑客窃取了我们顾客的信用卡号 2. Moral, ethical, legal issues 为了避免道德、伦理和法律问题 – Dishonesty, harassment are intolerable 不诚实，性骚扰都是不能容忍的 63

64. Mostly, though, Rapid Recovery is the Right Model （价值观来自于我们推崇和珍大多数情况下，快速修正都是正确的模式） • Just fix problems quickly 尽快修复问题 – High performers make very few errors 高效能员工很少犯错 • We’re in a creative-inventive market, not a safety-critical m arket like medicine or nuclear power 我们处在一个创新的市场，而不是一个类似医药或者核能这样以安全性为第一的市场 • You may have heard preventing error is cheaper than fixing it 你也许听说过预防错误比修复代价更低 – Yes, in manufacturing or medicine, but… 是的，在制造业或者制药业的确如此，但 – Not so in creative environments 在创新型行业里并非如此。 64

65. “Good” versus “Bad” Process 好流程 VS. 坏流程 • “Good” process helps talented people get more done 好流程帮助人才搞定更多事情 – Letting others know when you are updating code 当你在升级代码时让其他人知道 – Spend within budget each quarter so don’t have to coordinate every spending decision across departm ents 在每个季度都按照预算花钱，这样就不用频繁通过部门会议调整每一笔支出 – Regularly scheduled strategy and context meetings 定期制定战略和搞清会议背景 65

66. “Good” versus “Bad” Process 好流程 VS. 坏流程 • “Bad” process tries to prevent recoverable mistakes 坏流程试图阻止可以恢复的错误 – Get pre-approvals for $5k spending 得到预先批准的 5000 美金支出额度 – 3 people to sign off on banner ad creative 要 3 个人签字才能终止的横幅广告创意 – Permission needed to hang a poster on a wall 在墙上贴个海报需要的许可 – Multi-level approval process for projects 项目所需的多层级许可流程 – Get 10 people to interview each candidate 找 10 个人去面试每一个应聘者 66

67. Rule Creep 规则潜行 • “Bad” processes tend to creep in 坏流程倾向于潜入 – Preventing errors just sounds so good 能够预防错误只是听起来不错 • We try to get rid of rules when we can, to reinforce the point 我们尽可能去除繁文缛节，以强化工作重点。 67

68. Example: Netflix Vacation Policy and Tracking 案例： Netflix 休假规定和考勤管理 Until 2004 we had the standard model of N days per year 截至 2004 年，我们有一个每年 N 天假期的标准休假模式 68

69. Meanwhile… 与此同时 We’re all working online some nights and w eekends, responding to emails at odd hours, spending some afternoons on personal time, and taking good vacations 一些晚上和周末，我们都在工作，在非上班的时间回邮件，在私人时间的下午工作，然后休假 69

70. An employee pointed out… 一个员工指出 We don’t track hours worked per day or p er week, so why are we tracking days of va cation per year? 我们并不追踪每天或者每周的工作时间，为什么我们要追踪每年休假了几天呢？ 70

71. We realized… 我们意识到了 We should focus on what people get done, not on how many days worked 我们应该关注人们做了什么，而不是做了多少天。 Just as we don’t have an 9am-5pm workda y policy, we don’t need a vacation policy 既然我们没有朝九晚五的工作时间规定，我们也就不需要假期规定。 71

72. Netflix Vacation Policy and Tracking Netflix 休假规定和考勤管理是： “there is no policy or tracki ng” “ 没有休假制度的规定” 72

73. Netflix Vacation Policy and Tracking Netflix 休假规定和考勤管理是： “there is no policy or trackin g” “ 没有休假制度的规定” There is also no clothing policy at Netflix, but no one comes to work naked 在 Netflix 我们也没有着装规定，但也没有人光着身子来上班。 Lesson: you don’t need policies for everythin g 教训：你不需要为每样事情都制定规则 73

74. No Vacation Policy Doesn’t Mean No Vacation 没有休假规定不等于没有假期 Netflix leaders set good examples by taking big vacations – and coming back inspired to find big ideas 通过讨论休假， Netfilx 的领导层设立了很好的榜样，然后回来激发出大的创想 74

75. Another Example of Freedom and Responsibility… 自由与责任的其他一些例子 75

76. Most companies have complex polici es around what you can expense, ho w you travel, what gifts you can acce pt, etc. 围绕员工如何花销，如何出差，可以接受何种馈赠等等，大多数公司都会制定复杂的政策。 Plus they have whole departments to verify compliance with these policies 再加上一整个部门来核实员工是否遵循了这些政策。 76

77. Netflix Policies for Expensing, Entertainment, Gifts & Travel: Netflix 公司关于花销、娱乐、馈赠和出差的政策是： “Act in Netflix’s Best Interes t” 最合乎公司利益 (5 words long) （价值观来自于我们推崇和珍一共 7 个字） 77

78. “Act in Netflix’s Best Interest” Generally M eans… （价值观来自于我们推崇和珍“最合乎公司利益”一般指） 1. Expense only what you would otherwise not spend, and is worthwhile for work （价值观来自于我们推崇和珍花你应该花的钱，否则就别花，而且这钱应该是为了工作。） 2. Travel as you would if it were your own money （价值观来自于我们推崇和珍出差时就像是在花你自己的钱。） 3. Disclose non-trivial vendor gifts （价值观来自于我们推崇和珍披露重要供应商提供的礼物。 ) 4. Take from Netflix only when it is inefficient to not take, and i nconsequential ( 只当不拿会降低效率和不合逻辑的时候，才从公司拿东西。 ) - “taking” means, for example, printing personal documents at w ork or making personal calls on work phone: inconsequential and in efficient to avoid(“ 拿”的意思，举例说：用公司的设备打印私人的文件，或者用工作座机打私人电话。 ) 78

79. Freedom and Responsibility 自由与责任 • Many people say one can’t do it at s cale 许多人说一家公司不能等比提升这两点 • But since going public in 2002, which is traditionally the end of freedom, we’v e substantially increased talent density and employee freedom 从 2002 年我们上市以来，按照传统上市意味着自由的终结，但我们同时充分地提升了人才密度和员工自由。 79

80. Summary of Freedom & Responsibility: 自由与责任小结 As We Grow, Minimize Rules 我们成长的同时，把制度降至最少。 Inhibit Chaos with Ever More High Performance People 雇用更多高绩效人才来抑制混乱的产生。 Flexibility is More Important than Efficiency in the Long Term 长期来看，灵活性远比效率重要 80

81. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 81

82. If you want to build a ship, don't drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea. “ 如果你想造一艘船，先不要雇人去收集木头，也不要给他们分配任何任务，而是去激发他们对浩瀚汪洋的渴望。” -Antoine De Saint-Exupery, Author of The Little Prince 《小王子》作者 82

83. The best managers figure out how to get great outcomes by setting t he appropriate context, rather th an by trying to control their peopl e 最佳的管理通过设定合适的情景而非试图控制员工以达到最大成果。 83

84. Context, not Control 情境管理而非掌控管理 Provide the insight and understanding to enable sound decisions( 提供洞察力和理解力去促成合理的决定。 ) Context (embrace) 情境管理（价值观来自于我们推崇和珍要坚持） • • • • • • • Strategy( 战略 ) Metrics( 度量体系 ) Assumptions( 假定 ) Objectives( 目标 ) Clearly-defined roles ( 明确界定的规则 ) Knowledge of the stakes( 关于风险的知识 ) Transparency around decision-making( 决策所需的透明信息 )

85. Context, not Control 情境管理而非掌控管理 Provide the insight and understanding to enable sound decisions( 提供洞察力和理解力去促成合理的决定。 ) Control (avoid) 控制（价值观来自于我们推崇和珍要避免） • • • • Top-down decision-making( 自上而下的决策过程 ) Management approval( 管理许可 ) Committees( 委员会 ) Planning and process valued more than results( 计划和流程的价值高于结果 )

86. Good Context 优秀的情景管理 • Link to company/functional goals•和公司目标或者功能性目标相关联 • Relative priority (how important/how time sensitive) • 相对优先权（价值观来自于我们推崇和珍多么重要 /时间多么紧迫） – Critical (needs to happen now), or… 决定性的（价值观来自于我们推崇和珍现在必须） – Nice to have (when you can get to it) 锦上添花的（价值观来自于我们推崇和珍等你做到了） • Level of precision & refinement 依据精度和纯度的水平 – No errors (credit cards handling, etc…), or… 无错的（价值观来自于我们推崇和珍信用卡操作） – Pretty good / can correct errors (website), or… 相当好的 /可纠正错误（价值观来自于我们推崇和珍网站） – Rough (experimental) 粗糙的（价值观来自于我们推崇和珍实验性的） • Key stakeholders 重要的相关利益人 • Key metrics / definition of success 重要的指标 /界定成功标准 86

87. Managers: 致管理者： When one of your talented people do es something dumb, don’t blame th em 当你的人才犯下了愚蠢的错误，不要指责他们。 Instead, ask yourself what context you failed to set 相反，你应该问问自己，在情景设定上犯了什么错？ 87

88. Managers: 致管理者： When you are tempted to “cont rol” your people, ask yourself wh at context you could set instead 当你准备“控制”你的员工，请问一下自己，可以用什么情境取代？ Are you articulate and inspiring enou gh about goals and strategies? 对于目标和策略，你是否已经做到了足够清晰和足够鼓舞人心？ 88

89. Why Managing Through Conte xt? 为什么要用情景管理？ High performance people will d o better work if they understan d the context 高绩效仁慈啊如果很好地理解了当下情景，能够更好地工作。 89

90. Investing in Context 寄望于情境 This is why we do new employee college, fr equent department meetings, and why we are so open internally about strategies and r esults 这就是为什么我们开办新员工学院，定期举办部门会议，以及为什么我们在内部对于战略和结果如此开诚布公。 90

91. Exceptions to “Context, not Contro l” “ 情景管理而非控制”的例外情况 • Control can be important in emergency 控制管理在紧急情况下非常重要 – No time to take long-term capacity-building view 没有时间做长期的能力建设 • Control can be important when someone is still learn ing their area 控制管理在某人依然处于学习阶段非常重要 – Takes time to pick up the necessary context 花时间去找出必要的情景 • Control can be important when you have the wrong person in a role 控制管理在你所托非人时非常重要 – Temporarily, no doubt 临时的，毫无疑问 91

92. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 92

93. Three Models of Corporate Tea mwork 合作团队的 3 种模式 1. Tightly Coupled Monolith 紧密耦合的巨无霸型 2. Independent Silos 各自为政的国企型 3. Highly Aligned, Loosely Coupled 认同一致 - 松散耦合型 93

94. Tightly Coupled Monolith （价值观来自于我们推崇和珍巨无霸型） • Senior management reviews nearly all tactic s 高阶管理人员对战术事无巨细全部过问 – e.g., CEO reviews all job offers or advertising 例如： CEO 评估所有的招聘文案或者广告 • Lots of x-departmental buy-in meetings 大量的跨部门协调会 • Keeping other internal groups happy has eq ual precedence with pleasing customers 让其他内部团队满意和取悦顾客拥有相同权重 94

95. Tightly Coupled Monolith （价值观来自于我们推崇和珍巨无霸型） • Mavericks get exhausted trying to innovate 想要创新的人员感觉筋疲力竭 • Highly coordinated through centralization, b ut 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。 95

96. Independent Silos （价值观来自于我们推崇和珍国企型） • Each group executes on their objectives with little c oordination 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 blenders for GE 例子： GE 公司的飞机引擎制造部门和搅拌机制造部门 96

97. #3 is the Netflix Choice 第三种是 Netflix 的选择 1. Tightly Coupled Monolith 巨无霸型 2. Independent Silos 国企型 3. Highly Aligned, Loosely Coupled 认同一致又松耦合型 97

98. Highly Aligned, Loosely Coupled 认同一致，松散耦合 • Highly Aligned 认同一致 – Strategy and goals are clear, specific, broadly un derstood 战略和目标为全员所清晰、详尽和广泛的理解 – Team interactions focused on strategy and goals, rather than tactics 团队互动着眼于战略和目标，而非战术 – Requires large investment in management time t o be transparent and articulate and perceptive 需要大量管理上的时间实现对信息的透明、准确和全员的领悟 98

99. Highly Aligned, Loosely Coupled • Loosely Coupled 松散耦合 – Minimal cross-functional meetings except to get aligned on goals and strategy 除非是为了目标和战略而合作，否则尽量减少跨职能部门的会议。 – Trust between groups on tactics without previewing/approving ea ch one – so groups can move fast 相信团队合作执行战术动作，无需进行预演或者审批，这样团队能快速行动。 – Leaders reaching out proactively for ad-hoc coordination and per spective as appropriate 领导者在合适的时间积极出手做临时协调。 – Occasional post-mortems on tactics necessary to increase alignm ent 偶尔的战术复盘对增进团队间合作是必要的。 99

100. Highly Aligned, Loosely Coupled teamw ork effectiveness depends on high performance people and good co ntext 高度一致又松散耦合的团队效率取决于高绩效人才和优秀的情境管理 Goal is to be Big and Fast and Flexible 目标是：更大，更快，更灵活。 100

101. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 101

102. Pay Top of Market is Core to High Performance Culture 支付市场最高薪酬是高绩效文化的核心 One outstanding employee gets more done and costs less than two adequate employee s 一个卓越的员工比两个胜任的员工做得更多，花得更少 We endeavor to have only outstanding employees 我们致力于只雇佣卓越员工 102

103. Three Tests for Top of Market for a Person 判断卓越员工的 3 个测试 1. What could person get elsewhere? 这个人可以在别的地方得到吗？ 2. What would we pay for replacement? 为了取代他我们要付出多少？ 3. What would we pay to keep that person? 为了留下他我们愿意付出多少？ – If they had a bigger offer elsewhere 假若他在别处有更好的雇佣条件。 103

104. Takes Great Judgment 做好判断 • Goal is to keep each employee at top of market fo r that person 目标是保持每一个员工都处在人力市场薪酬水平的顶端 – Pay them more than anyone else likely would 付给他们比其他家公司可能给的更高薪酬。 – Pay them as much as a replacement would cost 按照取代他们所需花费的标准支付他们薪酬。 – Pay them as much as we would pay to keep the m if they had higher offer from elsewhere 如果别的公司开出更好的条件，尽我们全力加薪以挽留他们 104

105. Titles Not Very Helpful 头衔没有多大用处 • Lots of people have the title “Major League Pitcher” but they are not all equally effective 许多人有“大联盟投手”的头衔，但他们彼此不是等同水平。 • Similarly, all people with the title “Senior Marketing Ma nager” or “Director of Engineering” are not equally effective 类似，所有冠以“高级市场经理”或者“工程总监”的人也不是等同水平。 • So the art of compensation is answering the Three Tests for each employee 所以，薪酬的秘诀就在于针对每一个员工回答刚才的三个问题。 105

106. Annual Comp Review 年度薪酬评估 • At many firms, when employees are hired, market com pensation applies 在许多公司，当员工被聘用的时候，他们的薪酬和人力市场价格是相匹配的。 – But at comp review time, it no longer applies! 但是到了薪酬评估的时候，就不再匹配了！ • At Netflix, market comp always applies: 在 Netflix ，它们总是相匹配的： – Essentially, top of market comp is re-established each year for h igh performing employees 本质上来说，对于高绩效人才，市场顶级人员薪酬水平每年都会重新确立 – At annual comp review, manager has to answer the Three Tests for the personal market for each of their employees 在年度薪酬评估的时候，管理人员针对自己的每一个员工回答前面的那三个问题。 106

107. No Fixed Budgets 没有固定的人力预算 • There are no centrally administered “r aise pools” each year 每年没有公司高层决定的“加薪池” • Instead, each manager aligns their pe ople to top of market each year – the market will be different in different are as 相反的，每个管理者每年把自己下属的薪酬和市场最高价格调整到一致。 107

108. Compensation Over Time 应时薪酬 • Some people will move up in comp very quickly bec ause their value in the marketplace is moving up quic kly, driven by increasing skills and/or great demand fo r their area 有些人薪酬增长非常迅猛是因为他们的身价在人力市场上的增长非常快，这往往是因为技能的增长或者特定领域的人力需求旺盛。 • Some people will stay flat because their value in the marketplace has done that 有些人的薪酬维持少变是因为他们在人力市场上的身价就放在那儿。 – Depends in part on inflation and economy 部分原因在于通胀和经济因素 – Always top of market, though, for that person 尽管如此，对于这个人来说，其薪酬水平也依然在市场最高价格。 108

109. Compensation Not Dependent on Netflix Success 薪酬并不取决于 Netflix 的成功 • Whether Netflix is prospering or floundering, w e pay at the top of the market 无论 Netflix 的盛衰，我们都支付市场最高薪酬。 – i.e., sports teams with losing records still pay talent the market rate 例如：体育队伍哪怕失掉比赛也得按照市场水平支付薪酬。 – Employees can choose how much they w ant to link their economic destiny to Netflix by deciding how many Netflix stock option s they want to hold 员工可以通过决定持有多少 Netflix 期权的方式，决定自己愿意多大程度上把自己的经济前景和 Netflix 绑定在一起。 109

110. Bad Comp Practices 糟糕的薪酬实践 • Manager sets pay at Nth percentile of title-linked com pensation data 管理者根据头衔，按照百分比排列设定薪酬。 – The “Major League Pitcher” problem 会导致“大联盟投手”问题。 • Manager cares about internal parity instead of extern al market value 管理者关心内部薪酬一致而无视外部人力市场价值 – Fairness in comp is being true to the market 在人力市场上，薪酬水平的公平性是真实不虚的。 • Manager gives everyone a 4% raise 管理者给每个员工 4% 的增幅。 • Very unlikely to reflect the market 根本无法反映市场的情况。 110

111. When Top of Market Comp Done Right... 当市场最高薪酬设置得当 • We will rarely counter with higher comp whe n someone is voluntarily leaving because we have already moved comp to our max for th at person 我们很少遇见有员工因为更高薪酬而选择主动离职，因为我们已经尽全力给到他最高工资。 • Employees will feel they are getting paid well relative to their other options in the market 和市场上提供的其他选择相比，我们的员工会觉得他们的薪酬不错。 111

112. Versus Traditional Model • 和传统模式对比 independent of mar Traditional model is good prior year earns a raise, ket 传统模式是上年度业绩好则加薪，完全和市场价格脱离 – Problem is employees can get materially under- or over-paid relative to the m arket, over time 问题是员工会实质上得到低于或者高于市场价格的薪酬 – When materially under-paid, employees switch firms to take advantage of ma rket-based pay on hiring 当实质性低于市场价格，那么员工会换公司以获取基于市场价格的薪酬 – When materially over-paid, employees are trapped in current firm 当现有工资高于市场价格，员工就会留在现公司 • Consistent market-based pay is better model 持续地基于市场价格制定薪酬是最好模式 112

113. Employee Success 员工的成功 • It’s pretty ingrained in our society that the size of one’s rai se is the indicator of how well one did the prior year 在我们的社会里，一个员工的加薪幅度是上一年度业绩好坏的指示器，这已经是根深蒂固的观念 – but for us the other factor is the outside market 但是对于我们来说，另一个因素是外部的人力资源市场 • Employee success is still a big factor in comp becau se it influences market value 员工的成功依然是薪酬的重要因素，因为它影响了市场价值 – In particular, how much we would pay to keep the pers on 特别是，我们愿意为留下一个人花多少钱？ 113

114. Good For Each Employee to Under stand Their Market Value 每个员工知道自己的市场价格是好事 • It’s a healthy idea, not a traitorous one, to und erstand what other firms would pay you, by in terviewing and talking to peers at other comp anies 通过在其它公司的同业了解别人会花多少钱来雇佣自己，这是一个健康而非背叛的想法 – Talk with your manager about what you find in ter ms of comp 和你的上级谈谈你在薪酬市值的发现 – Stay mindful of company confidential information 对公司的机密情报保持警觉 114

115. Efficiency 效用 • Big salary is the most efficient form of comp 高薪是最有效的薪酬形式 – Most motivating for any given expense level 在任何给定的费用中，高薪最具激励性 – No bonuses, no free stock options, no philanthropic match 没有奖金，没有免费的期权，没有慈善比赛 – Instead, put all that expense into big salaries, and give people freedom to s pend their salaries as they think best 相反的，把所有费用尽可能的打入高薪酬包，给予员工按照自己的意图花费薪水的自由 • Health benefits: employees get $10k per year – If they choose Netflix plans that are less than $10k, they keep the difference – If they don’t need benefits from us, they keep all $10k – CEO or receptionist: everyone gets $10k for benefits 115

116. Optional Options 期权 • Employees get top of market salary, and then can request to trade salary for stock options 员工得到人力市场上的最高工资，然后他们可以要求把工资兑换成为期权 • Some people take all cash, some people request half their comp in options 有的人选择全拿现金，有的人要求拿一半工资兑换成期权 – Both are OK 两种都没问题 • This is consistent with freedom and responsibility, and let s employees decide how much risk/reward is comfortable for them 这是对自由与责任的坚持，它让员工决定自己能承受多大程度上的风险 /回报 116

117. Details on Stock Options 期权细节 • • • • • The options are fully vested and are 10-years-to-exercise options, independent of how long one stays at Netflix 期权分 10 年行使，而且一经发放即为员工完全持有，随时可以转手，无论这个员工在 Netflix 工作了多长时间 These fully vested options are granted monthly at the then current stock price, so employees get price averaging on their exercise price 这些员工完全持有的期权依照当时的市场股票价格按月发放，因此员工按照行使期权的平均价格获利 These options cost employees less than half of what such options would cost in th e open market, and are from pre-tax salary, so are a great deal 期权按照不到市场股价一半的价格买给员工，而且是用税前工资购买，因此是个对员工有利的交易 Employees can change their option request annually 员工每年都可以要求改变期权数额 Options become valuable only if Netflix stock climbs 唯有 Netflix 股价上扬，期权才具有价值 117

118. No Vesting or Deferred Comp 没有期权工资或者延期工资 • We don’t want managers to “own” their people with vesting – all c omp is fully vested 我们不希望管理者通过扣发工资的方式控制员工，所有薪酬足额下发 • We want managers to be responsible for creating a great place to work, and paying at the top of market 我们要求管理者负责建立起最好的工作环境，支付市场最高工资 • Employees are free to leave us anytime, without penalty, but nearl y everyone stays 员工可以在任何时候辞职，无需缴纳罚金，但这么做了之后几乎所有人都留了下来 • Employees stay because they are passionate about their work, and well paid, not because of a deferred compensation system 员工留下来的原因是他们对工作有热情，薪酬丰厚，而不是因为有一个延期发放工资的系统 118

119. No Ranking Against Other Employe es 不要用等级刺激员工 • We avoid “top 30%” and “bottom 10%” rankings am ongst employees 我们避免用“最好的 30%” 或者“最差的 10%” 这样的等级来刺激员工 • We don’t want employees to feel competitive with e ach other 我们不希望员工感觉到彼此之间是竞争关系 • We want all of our employees to be “top 10%” relati ve to the pool of global candidates 我们希望员工是所有应聘者中的“最好的 10%” • We want employees to help each other, and they do 我们希望员工彼此帮助，而他们也的确做到了 119

120. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value （价值观来自于我们推崇和珍价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 120

121. In some time periods, in some group s, there will be lots of opportunity a nd growth at Netflix 在某些时期，在某些团队内，公司的确存在大量的机会和发展空间 Some people, through both luck and talent, will have extraordinary career growth 有些既有运气又有能力的人，会获得异乎寻常的职业生涯发展 121

122. Baseball Analogy: Minors to Major s 篮球类比：小联盟和大联盟 • Very talented people usually get to move up, but only true for the very talented 非常有才华的人经常得到晋升，但仅仅是对那些真有才华的人来说是这样 • Some luck in terms of what positions open up and what the co mpetition is 有些运气是依仗有什么位置空缺，或者面对某种竞争 • Some people move to other teams to get the opportunity they want 有些人转岗到其他团队获得了他们所需要的机会 • Great teams keep their best talent 伟大的团队保留住他们最好的人才 • Some minor league players keep playing even though they do n’t move up because they love the game 有些小联盟的球员即便没有得到升迁也继续打球，原因是他们热爱这个游戏 122

123. Netflix Doesn’t Have to Be for Life 不必在 Netflix 呆一辈子 • In some times, in some groups, there may not be enou gh growth opportunity for everyone 在某些时候，某些团队，也许没有足够多的成长机会给每个人 • In which case we should celebrate someone lea ving Netflix for a bigger job that we didn’t have available to offer them 在这种情况下，我们应该为某些人离开 Netflix 得到更好的工作而庆祝，因为我们并没有合适机会可以给他 – If that is what the person prefers 如果这是那个人所希望的话 123

124. Two Necessary Conditions for Promotion 两种升职的必要条件 1. Job has to be big enough 工作必须足够重要 – We might have an incredible manager of something, but we don’t need a direct or of it because job isn’t big enough 我们也许在某些事情上拥有非常棒的经理，但是如果这个工作不足够重要的话，我们不会在其上安排一个总监 • If the incredible manager left, we would replace with a manager, not with a director 如果这个非常棒的经理离开了，我们会安排一个新的经理，而不是一个总监 2. Person has to be a superstar in current role 这个人必须在现有的岗位上是个超级明星 1. Could get the next level job here if applying from outside and we knew their tal ents well 如果我们从外面雇佣一个同样有才干的人进来，这个人能胜任高一个层次的工作 2. Could get the next level job at peer firm that knew their talents well 如果同业公司知道他的才干，他可以在那里得到更高层次的工作机会 124

125. Timing 时机 • If a manager would promote to prevent an em ployee from leaving, the manager should pro mote now instead of waiting 如果一个管理者可以通过升职来阻止一个员工的离去，那么这个管理者应该现在就给这个员工升职而不是等待 • Both tests still have to be passed 以下两个测试必须得到通过 1. Job big enough 工作足够重要 2. Superstar in current role 在现有岗位上是超级明星 125

126. Development 发展 • We develop people by giving them the opportu nity to develop themselves, by surrounding the m with stunning colleagues and giving them big challenges to work on 我们通过给予员工自我发展的机会，提供周围一群杰出同事的方法帮助他们发展。同事，也给予他们足够大的挑战去为之奋斗 – Mediocre colleagues or unchallenging work is what kills progress of a person’s skills 平凡的同事和无挑战的工作正是杀死员工工作技能的元凶 126

127. Career “Planning” Not for Us 职业“规划”不是我们的菜 • Formalized development is rarely effective, an d 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 127

128. We Support Self-Improvement 我们支持自我提升 • High performance people are generally self-improving thr ough 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 challe nges 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 128

129. 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 129

130. Your Economic Security is based o n 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 o pportunity to grow both by surroundi ng 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 130

131. 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价值观来自于我们推崇和珍视的价值） • • • • High Performance （价值观来自于我们推崇和珍追求高绩效） Freedom & Responsibility （价值观来自于我们推崇和珍自由和责任） Context, not Control （价值观来自于我们推崇和珍情景管理而非控制） Highly Aligned, Loosely Coupled （价值观来自于我们推崇和珍认同一致，松散耦合） • Pay Top of Market （价值观来自于我们推崇和珍支付市场最高工资） • Promotions & Development （价值观来自于我们推崇和珍晋升和成长） 131

132. We keep improving our 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 better at seeking excellence 我们努力通过寻求卓越而变得更好 132