Netflix’s culture of Freedom and Responsibility is built on the belief that employees should have the freedom to make decisions and the responsibility to act in the best interests of the company. This culture places a premium on trust and accountability, providing employees with autonomy and ownership over their work. It is guided by principles such as candor, self-discipline, and the relentless pursuit of excellence.
At its core, Netflix’s culture acknowledges that talented individuals thrive when given the freedom to innovate, experiment, and take calculated risks. It challenges the traditional command-and-control model by empowering employees to make decisions aligned with Netflix’s overarching objectives.
Several key characteristics distinguish Netflix’s culture of Freedom and Responsibility:
Radical Decentralization: Decision-making authority is distributed throughout the organization, and there are minimal layers of hierarchy.
Candor: Open and honest communication is encouraged, even when discussing uncomfortable topics or mistakes.
High Expectations: Netflix sets high performance standards and expects employees to meet or exceed them consistently.
Unlimited Vacation: Employees are not restricted by a fixed number of vacation days, promoting a focus on results over hours worked.
Top Talent: The culture places a strong emphasis on hiring and retaining top talent, recognizing that the best people drive business success.
Advantages of Freedom and Responsibility at Netflix
Netflix’s unique culture of Freedom and Responsibility offers several advantages that contribute to its success:
1. Agility and Innovation:
Empowered employees are more likely to take risks, experiment with new ideas, and drive innovation within the company.
2. High Performance:
Setting high performance standards encourages excellence and helps Netflix maintain its competitive edge.
3. Employee Empowerment:
Employees feel a sense of ownership and responsibility for the company’s success, which can lead to higher job satisfaction and engagement.
4. Rapid Decision-Making:
Decentralized decision-making allows Netflix to respond quickly to changing market conditions and customer preferences.
5. Talent Attraction:
Netflix’s culture attracts top talent, as many professionals are drawn to the opportunity to work in an environment that values freedom and responsibility.
Challenges of Freedom and Responsibility at Netflix
However, this unique culture also presents challenges:
1. Not a One-Size-Fits-All Approach:
Netflix’s culture may not be suitable for all organizations or industries, and adopting it without careful consideration can lead to problems.
2. High Expectations:
Setting exceptionally high standards can lead to stress and burnout among employees.
3. Lack of Structure:
Some employees may struggle with the absence of traditional hierarchies and the need for self-discipline.
4. Difficult Conversations:
Encouraging candor can lead to difficult and uncomfortable conversations, which some employees may find challenging.
5. Potential for Disagreements:
Decentralized decision-making can lead to disagreements and conflicts if not managed effectively.
Real-World Implications
Netflix’s culture of Freedom and Responsibility has had a significant impact on the business world:
1. Influence on Other Companies:
Netflix’s approach has influenced other companies to reconsider their organizational cultures and adopt elements of freedom and responsibility.
2. Remote Work Adaptation:
The COVID-19 pandemic accelerated the adoption of remote work, and Netflix’s culture of freedom and responsibility is well-suited to a remote work environment.
3. Talent Retention:
Netflix’s emphasis on hiring and retaining top talent has become a competitive advantage in the technology and entertainment industries.
4. Leadership Development:
The culture promotes leadership development at all levels, with employees empowered to make decisions and take on responsibilities.
5. Continuous Innovation:
Netflix’s focus on innovation has allowed it to remain a leader in the streaming industry, continually launching new content and features.
Navigating Freedom and Responsibility
Successfully navigating Netflix’s culture of Freedom and Responsibility requires careful consideration and implementation:
Hiring for Cultural Fit: Hire individuals who align with the values and principles of freedom and responsibility.
Clear Communication: Encourage open and honest communication, and provide training on how to give and receive feedback effectively.
Leadership Development: Invest in leadership development programs to ensure that employees are equipped to make decisions and take on responsibilities.
Balancing Autonomy and Accountability: Strike a balance between granting autonomy and maintaining accountability to prevent potential pitfalls.
Flexibility: Recognize that cultural norms and expectations may evolve over time and adapt to changing circumstances.
Conclusion
Netflix’s culture of Freedom and Responsibility represents a bold departure from traditional organizational structures. While it offers numerous advantages, it is not a one-size-fits-all approach and may not be suitable for every organization. However, it has influenced how companies think about culture, talent, and innovation, and its principles can be adapted and applied in various contexts. As organizations continue to evolve in response to changing business landscapes, the lessons from Netflix’s unique culture serve as a source of inspiration and a reminder of the potential of empowering employees to drive success.
Netflix is a subscription-based business model making money with three simple plans: basic, standard, and premium, giving access to stream series, movies, and shows. Leveraging on a streaming platform, Netflix generated over $33.7 billion in 2023, with an operating income of over $6.95 billion and a net income of over $5.4 billion. Starting in 2013, Netflix started to develop its content under the Netflix Originals brand, which today represents the most important strategic asset for the company that, in 2023, counted over 260 million paying members worldwide.
Binge-watching is the practice of watching TV series all at once. In a speech at the Edinburgh Television Festival in 2013, Kevin Spacey said: “If they want to binge then we should let them binge.” This new content format would be popularized by Netflix, launching its TV series all at once.
Coopetition describes a recently modern phenomenon where organizations both compete and cooperate, which is also known as cooperative competition. A recent example is how the Netflix streaming platform has been among the major customers of Amazon AWS cloud infrastructure, while Amazon Prime has been among the competitors of the Netflix Prime content platform.
Netflix is among the most popular streaming platforms, with a subscription-based business model. The brand, platform, and content are strengths. The volatility of content licensing and production are weaknesses. The streaming market is a potential blue ocean. The inability to attract and retain premium members and its fixed long-term costs threaten its business model.
Netflix’s largest individual shareholder is Reed Hastings, co-founder, and former CEO of the company, now Chairperson of Netflix, with a 1.76% stake, valued at over $4.5 billion as of January 2024. Other significant individual shareholders comprise Jay C. Hoag, the company’s directors since 1999, and Ted Sarandos, former chief content officer and now Chief Executive Officer of Netflix. Major institutional shareholders comprise The Vanguard Group (7.99% ownership), BlackRock (6.24% ownership), and FMR (5.35% ownership).
In 2023 Netflix had over 260 million paid subscribers. In 2022, Netflix had 230 million paid subscribers and almost 222 million paid subscribers in 2021.
Netflix reported an average yearly revenue per subscriber of $139.68 in 2023, compared to $141.12 in 2022. Thus, Netflix had an average revenue per subscriber of $120 in 2019 (pre-COVID) and $139.68 by 2023.
In 2023, Netflix reported an average monthly revenue per subscriber of $16.28 in the US & Canada, $10.87 in EMEA, $7.64 in APAC, and $8.66 in the LATAM region. Thus, the US & Canada reported the highest average monthly revenue per subscriber of $16.28.
Netflix had over 260 million subscribers in 2023, with over $33.7 billion in revenue, of which $14.87 billion came from the USA & Canada; $10.55 billion from EMEA, $4.44 billion from LATAM, and $3.76 billion from APAC.
In 2022, The Walt Disney Company’s total paid subscriber base was larger than Netlfix, with over 235 million paid members, compared with Netflix’s over 230 million members. However, Disney’s offering is fragmented among Disney+, ESPN+, and Hulu, compared with Netflix, which has a single offering.
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.
The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.
McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.
Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.
The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.
The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.
Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.
OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffman’s charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.
The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure.
Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue.
Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.
Nestlé has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlé had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the current CEO Doug McMillon is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
