Freedom, Fear, and Feedback: Should Other Companies Follow Netflix’s Lead?
Culture can spur or depress innovation, says Hubert Joly, whose case study examines how Netflix built a unique workplace culture - and what happened when it's financial results did not hit the mark.
"Cultures are sometimes described as hard to change. Joly does not believe it is true and adds: “The way you change behaviors (culture) is by changing behavior. Companies must ask: “Are your leaders culture carriers?” Joly says. “Do they model the behaviors you are trying to espouse?”
This is a great article as so often I hear lets borrow "parts" of the NetFlix playbook without realising that its the sum of all it's components (good and bad) that make it work along with the expectations that are set!
Good reminder that we have three levers to pull on change of culture:
- Business Levers: new market or change to TAM (total addressable market)
- Management Levers: Who manages, their style, the expectations that are set
- Leadership Behaviours: What is leadership modelling?
Finally I would also add Location: shifting people into a new office can be a great reset
Ownership Mindset Drives Innovation: Milwaukee Tool CEO
Two insights:
Even as a smaller player against giants like DeWalt and Black & Decker, Milwaukee Tool achieved double-digit annual revenue growth for nearly two decades by fostering a culture centred on extreme ownership, strategic clarity, and candid discussions and not by competing on scale alone (something in this).
Ownership-driven culture garners significantly stronger employee sentiment, even in a traditional industrial sector.
How to Stay on Top of Your Team’s Projects - Without Micromanaging
The most effective leaders understand that line of sight—clearly seeing what’s happening across workstreams and deliverables—doesn’t happen by accident. It’s something you have to engineer. To stay in the know without overstepping, start by mapping work based on two key factors: (1) the depth of detail you need and (2) the frequency of communication. This helps you tailor your approach instead of defaulting to the same level of involvement across the board. Calibrate your level of visibility not only based on the project but also on the people involved. What’s their track record? How well do they follow through and assume accountability? Your level of oversight will change as projects evolve and your managers grow. Be willing to adjust and iterate as needed.
Priced‑In Flaws: from cars to colleagues to couples
"if you hire someone that is brilliant but you know will have trouble meeting deadlines, it is kind of hard to complain when they don’t meet deadlines"
America's leading export is an empty container
A staggering 75% of inbound containers return to their origin empty, illustrating the complexities of U.S. trade dynamics!