No Rules Rules: Netflix & the Culture of Reinvention.

AuthorChauhan, Vinit Singh

No Rules Rules: Netflix & the Culture of Reinvention By Reed Hastings and Erin Meyer Penguin Random House 2020, Pages: 293, Price: Rs 799 ISBN-13: 978-0753553664

No Rules Rules: Netflix and the culture of reinvention is the story of a company that successfully faced four massive transitions in the entertainment world. Netflix was able to survive these transitions, as the authors claim, on account of it being a different type of workplace. Normal companies focus on error prevention and rule adherence. Netflix survived by promoting flexibility, freedom and innovation. Specifically, it focused on giving freedom to employees, and not making them follow processes. With freedom came accountability, and employees took the onus of their own judgment. The very rationale for Netflix was to reduce control and bureaucracy. The two basic building blocks needed for reducing control, as discussed in the book, include talent density and increase condor. The chapters in the book methodically describe how to create a culture of freedom and autonomy. In fact, each chapter in the book contains experiences of the founder in the form of a narrative. By reading the same, one can have greater insights into developing inclusive and performance-oriented culture with complete autonomy in decision-making. In a nutshell, this book is about creating a performance-driven culture, based on valued contribution from each member of the team.

The book has been divided into four sections; sections I, II and III have three chapters each, while section IV has only one chapter. Section--I of the book has been named as "First steps to a culture of freedom and responsibility." Within this section, in Chapter 1, the authors share their experiences from the early days of Netflix, and thereby build a backdrop for the remaining chapters by explaining talent density. The authors note that the prime goal of a leader is to develop a workplace consisting of talented employees, who are creative and collaborative, and are achievers. Chapter 2 of the book has been titled as "Say what you really think." This chapter begins with Reed sharing his experience as CEO of Pure Software; he discusses at length about his inability to confront the problem. He also mentions that this problem can be resolved by giving and receiving transparent feedback. He goes on to add that while giving feedback, '4A guideline' could be followed for better results. The following chapter (i.e. Chapter 3a) is titled...

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