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Thanks for your feedback re the " A new Corporate Organization Model " post. Please find below 7 great reasons to work at Netflix taken from http://www.netflix.com/Jobs?id=5366 . This post provides greater details behind the new model than my last post did on the subject. Netflix Delights People It is satisfying to work at a company that people love. When you wear Netflix clothing, strangers regale you with tales of how much they enjoy your company's service. We're ranked number one in customer satisfaction across the entire e-commerce universe, narrowly besting such great companies as Apple and Amazon. Our commitment to doing the right thing by our customers is partially to protect our reputation as a company, and partially because it is a reflection of us as individuals. Every day we stretch to be a little bit better. Our success is from creative use of the Internet to help people discover and watch movies they will love. Each human has very unique ta

Please find below a response by Andy Tillo to the previous post "I like the idea to try something new, but I'd like to see how conflict is managed. So if 'Jim' and 'Steve' both created a new product that 'Bill' thinks isn't worth his time. How do you get Bill to work on it? He reports to nobody, but has the tools that Jim and Steve need. I'd wonder how that is resolved. I can see the "Kum Bah Yah" mentality where everyone agrees with everyone else and it *could* happen if you have the right mix of people and personalities, but I have to assume that Netflix is a fairly large business and any group that large has diversity and disagreements. I *do* think that management is a waste of time and money in all organizations larger than about 50 people, but I think it is a necessary evil when you get to be much bigger than that. The key is finding the person/persons that are going to listen to all sides of the story and make the

Almost all big corporations are organized in a hierarchy. Netflix is adopting a new model. Following text is taking from Netflix.com: "A few things you may not know about us • You won’t have any direct reports. You will, however, have bright technology, design, research, customer service, marketing and operations partners, and plenty of resources to execute your vision. Our approach is to stay “lean and mean”; building management layers adds complexity that often stands in the way of results. This approach gives you time to think “big picture” then get a team focused on a few key ideas that will drive innovation. • In order to attract deep talent, Netflix pays at the 90th percentile. Solving hard problems requires highly talented people, and we compensate appropriately." Doesn't this make more sense?

Quantitative easing from Marketplace on Vimeo .

2008 is coming to an end. It has been a historical year for the world. I hope you take some time to reflect on this year. I am writing to share a poem, which always hangs on my office wall, by Mother Teresa. It is titled, "The Final Analysis." People are often unreasonable, illogical, and self-centered; ...Forgive them anyway! If you are kind, people may accuse you of selfish, ulterior motives; ...Be kind anyway! If you are successful, you will win some false friends and some true enemies; ...Succeed anyway! If you are honest and frank, people may cheat you; ...Be honest and frank anyway! What you spend years building, someone could destroy overnight; ...Build anyway! If you find serenity and happiness, they may be jealous; ...Be happy anyway! The good you do today, people will often forget tomorrow; ...Do good anyway! Give the world the best you hav

In my never-ending journey through the Internet. I came across a good site with reference to popular management concepts. It is http://www.12manage.com/ Enjoy!

People who benefit most from the system, end up running the system.

Why is brain on top part of the body of most organisms? Is it because the brain is always close/connected to the eyes? Then, why are the eyes on top? Is brain always inside in the "head"? Why is there only one head?

The innovators always face compromises and challenges when developing new applications. I think application development time frame can be shortened if one understands the FUDVLAC principle. Furthermore, one can easily evaluate how successful a new application will be by applying FUDVLAC principle and, hence, reducing one's dependence on what the media says. The 7 elements of the FUDVLAC principle are explained below: F->Frequency can be any time frame (day, hour, etc.).How often the application is/will be used? The more frequent the use the more accurate and urgent the data (information) that is transferred via the application. For example, traffic updates on GPS/phones are frequent and require accurate and urgent data transfers. U-> Urgency - real time, batch, or time delayed data affects the data delivery system. How urgent is the use of application and delivery of data? For example,some events like SMS can be time delayed with guaranteed delivery, but E911 is imm

I have been observing for a few years that most human beings are always looking to confirm what they already believe in. It is a vicious circle that rarely breaks. Our beliefs and ideas are a result of our conditioning and the environment we are exposed to and we tend to ignore data (information) against our beliefs and give higher weight to the data that confirms our beliefs i.e. Confirming Data. In this article, I will make a case that majority of the times, the human mind looks for Confirming Data and this quest never stops. Let's start with childhood. Most children grow up with love from their parents. And, children do things that reassure them that their parent(s) love them. In case, the child believes that only one parent loves him and the other does not, the child then looks to reconfirm that belief by taking action for which he knows the expected reaction from both parents. The child sees reaction of one parent as love and the reaction of the other as not-love. Hence, the c

In most big hierarchical organizations, the decisions are made to satisfy one or more of the three Cs of the decision makers. The three Cs are: Credit: Who will get the credit for the decision and its outcome? Compensation: How will the decision affect my compensation? Control: Will I gain more control or lose control with the decision? When aligning various decision makers to collaborate, it may be helpful to address the 3Cs. Thanks to my friend, Tom Carter, for sharing this valuable lesson.

I have been told that I am an emotionally unavailable man:-). I did not know what it meant until I learned, after attending a summer program on Intercultural Communication, that my communication style is "Detached." In the enclosed presentation, I have summarized various bimodal communication styles and the communication tactics one can adopt to be effective in communication. Let me know what your communication style is.

Charlie Munger is one of my heroes. After attending the last Berkshire Hathaway shareholder meeting, I read a book on Charlie Munger- Poor Charlie's Almanack . It is a fantastic book. I could not put it down until I finished it. In the last chapter, Charlie summarizes 25 human psychology-based tendencies while generally useful, often mislead. In this post, I will summarize the tendencies for you to become better decision makers and to help others around you. 1. Reward and Punishment Superresponse Tendency People, in general, underestimate the power of incentives. Ben Franklin said, "If you would persuade, appeal to interest and not to reason." Also, prompt rewards work much better than delayed rewards in changing and maintaining behavior. Incentives are superpowers. One of the most important consequences of incentive superpower is " incentive-caused bias." A man has acculturated nature making him a pretty decent fellow and yet, driven both consciously

Leadership is one of the most talked about topics in the business world. There is no widely accepted definition. In big company meetings you will hear, "everyone in this company is a leader" or "we want you to be leaders and not managers" (your titles will still be managers:-)), etc. etc. There are thousands of books written on leadership. People are constantly fascinated by this topic. There is a fundamental difference between leadership for self-good and leadership for good-of-others. All leadership in the business world is for self-good. People want to lead for money, power, fame, respect, etc. On the other hand, leadership for good-of-others comes with self-sacrifice. Think of what Martin Luther King, Gandhi, and Mother Teresa did for the world and the sacrifices they made. It is not right to put these two leaderships in the same category. In this brief article, I will focus on leadership for self-good and show that leadership in the business world is over-rated

Management Guru, Peter Drucker , said that Xenophon's Cyrus the Great is the best book on Leadership. So, I recently read it. The leadership principles Cyrus explained seem simple and yet difficult to execute consistently. I find it fascinating that the book was written around 2,500 years ago and little has changed in human nature. All the leadership principles taught by Cyrus are still valid. Please find below the summary of Cyrus's teachings from the book. Enjoy! Book I: Boldness at the Beginning Serve as a Moral Compass It is always the cunning, not the naive, who rise to power, and leaders must use artfulness to make any organization whatsoever work well. Love humanity, wisdom, and courage. Avoid shameful conduct. Bring sorrow to no one. Constantly secure well being of all around you. Absorb as Much Knowledge as Possible Create the vision in your thoughts before you do it for real. Seize the Unexpected Opportunity Hire p