今天早上來(lái)跟大家分享 Netflix 網(wǎng)飛 的創(chuàng)新案例：
Netflix 網(wǎng)飛 成功經(jīng)歷四次主要的企業(yè)轉(zhuǎn)型：
第一次轉(zhuǎn)型：從郵遞DVD到以網(wǎng)絡(luò)串流的方式播出過(guò)去的電影和影集落塑。
第二次轉(zhuǎn)型：從網(wǎng)絡(luò)串流播出舊內(nèi)容怀偷，轉(zhuǎn)變成播出外部制作公司拍攝的全新原生內(nèi)容仔引，例如《紙牌屋》。
第三次轉(zhuǎn)型：從購(gòu)買外部制片公司的版權(quán)內(nèi)容褐奥，到建立自己的工作室咖耘，拍攝出屢獲殊榮的電視節(jié)目和電影。
第四次轉(zhuǎn)型：從一家單純的美國(guó)公司發(fā)展成在190個(gè)國(guó)家提供娛樂(lè)的全球性公司撬码。
Netflix 網(wǎng)飛 歷經(jīng)四次企業(yè)轉(zhuǎn)型之后的市值突破2000億美元儿倒，創(chuàng)辦人暨執(zhí)行長(zhǎng) 里德海斯汀 Reed Hastings 在《零規(guī)則 No Rules Rules》這本書上提到企業(yè)創(chuàng)新轉(zhuǎn)型的經(jīng)營(yíng)心法，他認(rèn)為創(chuàng)新的三大運(yùn)作原則分別是：
原則一：高手同隊(duì)呜笑，如此才能彼此刺激進(jìn)步夫否，淘汰平庸。
原則二：大聲認(rèn)錯(cuò)叫胁，小聲慶祝凰慈，如此才能從優(yōu)秀變杰出。
原則三：養(yǎng)成創(chuàng)業(yè)家精神驼鹅，如此才能安心授權(quán)微谓，分散決策，幫助人人建立「以公司最大利益為考慮」的共識(shí)输钩。
制定規(guī)則以及標(biāo)準(zhǔn)作業(yè)流程是大多數(shù)企業(yè)成長(zhǎng)茁壯的必經(jīng)過(guò)程豺型，但也常常成為企業(yè)轉(zhuǎn)型的絆腳石，Netflix 網(wǎng)飛 為了讓每一次企業(yè)轉(zhuǎn)型都能夠保持靈活的彈性买乃，選擇更少的規(guī)則促進(jìn)更大的創(chuàng)新姻氨。企業(yè)領(lǐng)導(dǎo)者必須了解，船停在港口最安全剪验，但那不是造船的目的肴焊，同樣的，SOP（標(biāo)準(zhǔn)作業(yè)流程）讓企業(yè)很安全功戚，但那不是企業(yè)成立的目的娶眷。
各位早安，功夫老師鼓勵(lì)企業(yè)領(lǐng)導(dǎo)者提高個(gè)人與組織的彈性疫铜，才能讓創(chuàng)新轉(zhuǎn)型更靈活茂浮。
"It’s safest for a ship to stay in a port, but that’s not the purpose of shipbuilding."
This morning, I will share with you the innovative case of Netflix:
Netflix successfully experienced four major corporate transformations:
The first transformation: from shipping DVDs to broadcasting past movies and albums via Internet streaming.
The second transformation: from streaming and broadcasting old content to broadcasting new native content shot by an external production company, such as "House of Cards".
The third transformation: from buying copyrighted content from an external production company to setting up your own studio and shooting award-winning TV shows and movies.
Fourth transformation: From a purely American company to a global company providing entertainment in 190 countries.
After four corporate transformations, Netflix's market value exceeded US$200 billion. Founder and CEO Reed Hastings mentioned the business mentality of corporate innovation and transformation in the book "No Rules Rules". It is believed that the three operating principles of innovation are:
Principle 1: Masters are on the same team, so that they can stimulate each other's progress and eliminate mediocrity.
Principle 2: Acknowledge your mistakes loudly and celebrate in a low voice, so that you can change from being outstanding to outstanding.
Principle 3: Cultivate the spirit of entrepreneurship. Only in this way can we be assured of authorization, decentralized decision-making, and help everyone build a consensus of "taking the company's best interests as consideration."
The formulation of rules and standard operating procedures is a necessary process for most companies to grow and thrive, but they also often become a stumbling block for corporate transformation. Netflix and Netflix, in order to allow each corporate transformation to maintain flexibility and flexibility, choose fewer rules to promote greater Innovation. Business leaders must understand that it is safest for a ship to stay in a port, but that is not the purpose of shipbuilding. Similarly, SOP (standard operating procedure) makes the company safe, but that is not the purpose of the establishment of the company.
Good morning everyone, I encourag business leaders to increase the flexibility of individuals and organizations, so that innovation and transformation can be more flexible.
大家早安双谆。
No.2 2021-01-05 劉恭甫-功夫老師
