The Netflix way emphasizes “freedom and responsibility,” trusting employees to use discretion—whether it is about taking vacation, flying business class or expensing an Uber ride home. Virtually every employee can access sensitive information, from how many subscribers sign up in each country to viewership of shows to contractual terms for Netflix’s production deals. Executives at the director level and above—some 500 people—can see the salaries of every employee.
Employees are encouraged to give one another blunt feedback. Managers are all told to apply a “keeper test” to their staff—asking themselves whether they would fight to keep a given employee—a mantra for firing people who don’t fit the culture and ensuring only the strongest survive.
Staying true to Mr. Hastings’ vision, always difficult, is getting harder thanks to the breakneck pace of growth and change at the company. In little over a decade, Netflix has gone from a DVD-by-mail outfit to a globe-spanning Hollywood powerhouse with more than 6,000 full- and part-time employees, including nearly 2,000 added just this year so far.
“As you scale a company to become bigger and bigger how do you scale that kind of culture?” said Colin Estep, a former senior engineer who left voluntarily in 2016. “I don’t know that we ever had a good answer.”
— Lambda Investments (@LambdaInvest) October 26, 2018