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Netflix: Culture of Fear

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Re: Netflix: Culture of Fear

#61
See Topgrading[1]: "Simply put, topgrading is the practice of packing the team with A players and clearing out the C players," Smart writes. "'A players' is defined as the top 10 percent of talent available at all salary levels--best of class. With this radical definition, you are not a topgrader until your team consists of all A players. Period."

[1] http://www.amazon.com/Topgrading-Leading-Companies-Coaching-...

Re: Netflix: Culture of Fear

#62
It seemed to me that a lot of the reviews were from people who worked in the call center, not developers, network engineers, etc. No doubt that it is quite a different experience between the two groups.

Re: Netflix: Culture of Fear

#63
post #5

The part about "fear", or the high pay and low benefits, shouldn't be surprising if you are familiar with Netflix's values. They place employee performance above all else and strive to create a place where high performers want to work - which means getting rid of anyone who isn't one. Their values are to give employees huge amounts of freedom and responsibility and to let the individual's decide what to do with that,…

Agreed. Purely from my experience as a heavy user of their streaming product I would not have guessed that the programmers are afraid to innovate or spend all their time watching their rear. They have in my opinion one of the best if not the best streaming product on the market. They must be doing something right.

Re: Netflix: Culture of Fear

#64
post #11

This review doesn't jive with the apparent performance of the company in the market. They're the front-runner in an extremely tough space with hostile partners, and even more amazingly, they did this while starting as a company that ships physical goods around the country. There aren't too many things that are harder than moving away from a successful business model, but they've done it really well. They don't appear…

Many tech companies perform well despite the (poor) treatment they give their employees. Amazon is not particularly well rated on Glassdoor, and I've heard plenty of horror stories about EA (and other game companies) from people I trust.

Good observation, particularly using Amazon as an example. As a former employee, I just nodded my head.

Re: Netflix: Culture of Fear

#65

Earlier quoted context omitted.

> than Radford 50th percentile for the Bay Area Can you give us the value rather than the symbol name, please?

Well - I'm not sure if it means anything to say that I've spoken with network engineers from Netflix who make from $130K - $185K, but there you go. Those numbers, by themselves, don't actually mean anything. $185K is undervalued for a Sr. Network Architect. $130K might be good, bad, great, or average - depending on what your responsibilities are. A better way of looking at it, is if you have two job opportunities, on…

Are you comparing to full time or contractor roles? Contractor roles frequently pay more, but have less job security.

NetFlix should be compared to the contractor scale if they offer low job security.

Re: Netflix: Culture of Fear

#66
post #31

Earlier quoted context omitted.

It feels like you didn't critically read the review, and are just trying to impose your own interpretation on top of it. Processes and lack of agility come into place in a mature company as risk-aversion. If the company is scared to fuck up, they introduce processes to prevent fuckups, even though those processes also dampen remarkable innovations. Judging from the Glassdoor review, Netflix's firing strategy has the…

Except that everything I've read about Netflix indicates that they're not risk-averse. They seem to be innovating in just the right areas. And yeah, I may be reading into it, since I have some frustration with large, process ridden organizations right now. I'm just saying, this is only one guy's take.

Netflix's executives are probably not risk-averse (on account of not necessarily being subject to the same culture of fear), so the company's strategy isn't risk-averse. Everyday operations could easily be another question.

Of course, for Netflix's business model, they don't actually need risk-taking and innovation at the lower levels, just the ability to fill a defined role as well as possible. Netflix mails and streams video content to people, and if they want to do something else, it'll only be because the executives decide to do it. They seem to hire specialists rather than generalists, fire people when their specialties aren't needed anymore, and so forth. It's categorically different from something like Microsoft or Google, where they hire generalists and have ways (although, to be fair, often politicized ones) to generate multiple product lines in parallel and where creative initiative and risk-taking at the lower levels is a part of that process. Netflix is way more top-down than that.

Re: Netflix: Culture of Fear

#67
post #11

This review doesn't jive with the apparent performance of the company in the market. They're the front-runner in an extremely tough space with hostile partners, and even more amazingly, they did this while starting as a company that ships physical goods around the country. There aren't too many things that are harder than moving away from a successful business model, but they've done it really well. They don't appear…

Didn't they have some public contest to see who could come up with the best movie recommendation algorithm? That seemed pretty bold and innovative.

Re: Netflix: Culture of Fear

#68

Earlier quoted context omitted.

I think some people have different "career goals" than other people. Some people want to show up and keep their chair warm from 9-5 every day for 4 years, to get their small pay increase and title bump. Others want to come into the company with the title "Awesome Excellent Programmer", work on something cool, and leave the company after they've done something interesting with the title "Awesome Excellent Programmer".…

I realized this is how it is at my current employer too. They have very strict processes around this to manage seniority. For example, I am currently at a lower title (level 2) than another developer on my team (level 3) who I spend at least half an hour a day managing and coaching. We have to be very diligent with code reviews for this person because there is a lot of stuff they miss. I feel like they would be a goo…

I think every company is like this, which is what's depressing. Solid and reliable software is not in demand, and where it is, it's assumed that process (not creativity) is what gets it.

It's OK, though, because I can write solid software faster than other people can write shitty software :)

Re: Netflix: Culture of Fear

#69
post #65

Earlier quoted context omitted.

Well - I'm not sure if it means anything to say that I've spoken with network engineers from Netflix who make from $130K - $185K, but there you go. Those numbers, by themselves, don't actually mean anything. $185K is undervalued for a Sr. Network Architect. $130K might be good, bad, great, or average - depending on what your responsibilities are. A better way of looking at it, is if you have two job opportunities, on…

Are you comparing to full time or contractor roles? Contractor roles frequently pay more, but have less job security. NetFlix should be compared to the contractor scale if they offer low job security.

These are all full time roles. If we wanted to compare with a contractor, we'd have to fold in Netflix Actuals for Bonuses + Equity + PTO and Benefits. But, you make a good point - the less and less security you have as an employee, the more closely that position resembles that of a contractor in which case you should be targeting about a 30-50% hourly increase (Taking into account the Benefits package). Hint: To get the 50% increase, remit your hours through friendly "Contracting Agency" instead of doing so personally - for numerous reasons, a contractor who would make $100/hour contracting individually, can somehow be charged out at $120/hour by their contracting firm.

Re: Netflix: Culture of Fear

#70
post #11

This review doesn't jive with the apparent performance of the company in the market. They're the front-runner in an extremely tough space with hostile partners, and even more amazingly, they did this while starting as a company that ships physical goods around the country. There aren't too many things that are harder than moving away from a successful business model, but they've done it really well. They don't appear…

Didn't they have some public contest to see who could come up with the best movie recommendation algorithm? That seemed pretty bold and innovative.

That's also a potentially cheap way to solve a vexing problem when you have a limited resource pool (ie your employees).
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