Netflix Shares Quotes

Oh my God, are you trying to get citizenship? Are they deporting you back to Canada because we’ve been sharing Malcolm’s Netflix password? Tell them we didn’t know it was a federal crime. No, wait, don’t tell them anything until we get you a lawyer. And, Ol, I will marry you. I’ll get you a green card and you won’t have to—

You see, a startup is a lonely place. You are working on something that no one believes in, that you’ve been told time and time again will never work. It’s you against the world. But the reality is that you can’t really do it on your own. You need to enlist help. Bring others around to your way of thinking. Let them share in your enthusiasm.

We already share a meal service subscription and a Netflix account. In fact, if you won’t marry me, I’m going to change my password.

This may explain the odd space that the climate crisis occupies in the public imagination, even among those of us who are actively terrified of climate collapse. One minute we’re sharing articles about the insect apocalypse and viral videos of walruses falling off cliffs because sea ice loss has destroyed their habitat, and the next, we’re online shopping and willfully turning our minds into Swiss cheese by scrolling through Twitter or Instagram. Or else we’re binge-watching Netflix shows about the zombie apocalypse that turn our terrors into entertainment, while tacitly confirming that the future ends in collapse anyway, so why bother trying to stop the inevitable? It also might explain the way serious people can simultaneously grasp how close we are to an irreversible tipping point and still regard the only people who are calling for this to be treated as an emergency as unserious and unrealistic.

if you hire a high-performing chef and give her free range to cook what she wants, but you haven’t shared that your family hates salt and that any salad dressing with sugar will be rejected by all, it’s likely your household of fusspots won’t like the meal delivered to their plates. In this case, it’s not your chef’s fault. It’s yours. You hired the right person, but you didn’t provide enough context. You gave your cook freedom, but you and your chef were not aligned.

Pam was sixty-four years old by then and was not yet a grandmother, which worried her, and her two sons were no longer living in New York, which made her sad. And also her favorite son, the younger one, who lived in San Francisco, was causing her distress of a different kind. Her husband, Ted, had been (honestly) tiresome to her for many years. She still thought of herself as young but understood that she was not. She had a number of friends, many in East Hampton as well, and yet—this had felt rather sudden to her—she could barely stand them. They had become unbelievably insipid. Lydia Robbins was the one Pam considered to be her best friend. Lydia was ten years younger than Pam and had an energy that Pam enjoyed. As they took their walks, Lydia’s full glossy dark hair would fall across her face frequently as she turned to look at Pam, nodding at something Pam had said. But after they shared their confidences, Pam felt she couldn’t bear Lydia. Didn’t anyone ever have anything interesting to say? They talked of movies they were all watching, of series on Netflix, they spoke about their children, but always carefully

The fall of 2017, one of our leaders, who unbeknownst to us, struggled with alcohol addiction and fell off the wagon on a business trip. He immediately entered rehab. What should we tell his staff? His boss believed that we should follow the Netflix culture and tell everyone the truth. Human Resources insisted that he should have the right to choose what he shared about his personal challenges. In this case, I agreed with HR. When it comes to personal struggles, an individual’s right to privacy trumps an organization’s desire for transparency. Here we didn’t take the most transparent route. But we didn’t spin either. We told everyone that the guy had taken two weeks off for personal reasons. It was up to him to share more details if he chose.

How is it, then, that Infinite Jest still feels so transcendently, electrically alive? Theory one: as a novel about an “entertainment” weaponized to enslave and destroy all who look upon it, Infinite Jest is the first great Internet novel. Yes, William Gibson and Neal Stephenson may have gotten there first with Neuromancer and Snow Crash, whose Matrix and Metaverse, respectively, more accurately surmised what the Internet would look and feel like. (Wallace, among other things, failed to anticipate the break from cartridge- and disc-based entertainment.) But Infinite Jest warned against the insidious virality of popular entertainment long before anyone but the most Delphic philosophers of technology. Sharing videos, binge-watching Netflix, the resultant neuro-pudding at the end of an epic gaming marathon, the perverse seduction of recording and devouring our most ordinary human thoughts on Facebook and Instagram—Wallace somehow knew all this was coming, and it gave him (as the man himself might have put it) the howling fantods.

Brian Chesky of Airbnb defines culture in a simple and concise way: “a shared way of doing things.” Clearly defining the way an organization does things matters, because blitzscaling requires aggressive, focused action, and unclear, hazy cultures get in the way of actually implementing strategy. Netflix cofounder and CEO Reed Hastings told me, “Weak cultures are diffuse; people act differently, and don’t understand each other, and it becomes political.” Mark Zuckerberg and Sheryl Sandberg have done many wonderful things at Facebook, and one of them is building a unified culture that is devoted to aggressive experimentation and data-driven decision making, as summarized by Mark’s original motto “Move fast and break things.” Facebook’s culture helps employees understand that they shouldn’t be afraid to try things that might fail. This allows Facebook to move faster, and to move on from failed experiments quickly. Imagine if someone asked a random employee from your start-up the following questions: What is your organization trying to do? How are you trying to achieve those goals? What acceptable risks are you incurring to achieve those goals more quickly? When you have to trade off certain values, which ones take priority? What kind of behavior do you hire, promote, or fire for?

Each ETF represents a certain index. So the ETF for the S&P 500 trades under the ticker SPY. The ETF for the DJIA trades under the ticker DIA. And the ETF for the Nasdaq 100 trades under the ticker QQQ. You've probably heard of the QQQ. It is a great trading or investment vehicle. When you buy shares of the QQQ, you are getting exposure to Apple, Netflix, Google, Amazon, Facebook, and many other tech (and some non-tech) stocks. If you buy the QQQ and hold it for the long-term, you will be able to profit from the long-term growth of the tech industry.

Millions of businesspeople have studied the Netflix Culture Deck, a set of 127 slides originally intended for internal use but that Reed shared widely on the internet in 2009.

Some people think sharing your Netflix makes your friendship stronger. The modern world needs a modern way of affection.

registered email address and went global in 2007. Twitter split off onto its own platform and went global in 2007. Airbnb was born in 2007. In 2007, VMware—the technology that enabled any operating system to work on any computer, which enabled cloud computing—went public, which is why the cloud really only took off in 2007. Hadoop software—which enabled a million computers to work together as if they were one, giving us “Big Data”—was launched in 2007. Amazon launched the Kindle e-book reader in 2007. IBM launched Watson, the world's first cognitive computer, in 2007. The essay launching Bitcoin was written in 2006. Netflix streamed its first video in 2007. IBM introduced nonsilicon materials into its microchips to extend Moore's Law in 2007. The Internet crossed one billion users in late 2006, which seems to have been a tipping point. The price of sequencing a human genome collapsed in 2007. Solar energy took off in 2007, as did a process for extracting natural gas from tight shale, called fracking. Github, the world's largest repository of open source software, was launched in 2007. Lyft, the first ride-sharing site, delivered its first passenger in 2007. Michael Dell, the founder of Dell, retired in 2005. In 2007, he decided he'd better come back to work—because in 2007, the world started to get really fast. It was a real turning point. Today, we have taken another

If loose coupling is to work effectively, with big decisions made at the individual level, then the boss and the employees must be in lockstep agreement on their destination. Loose coupling works only if there is a clear, shared context between the boss and the team. That alignment of context drives employees to make decisions that support the mission and strategy of the overall organization. This is why the mantra at Netflix is HIGHLY ALIGNED, LOOSELY COUPLED

The first is that we become increasingly fragile. Our world shrinks to conform to the size of our ever-diminishing values. We become obsessed with comfort and pleasure. And any possible loss of that pleasure feels world-quaking and cosmically unfair to us. I would argue that a narrowing of our conceptual world is not freedom; it is the opposite. The second thing that happens is that we become prone to a series of low-level addictive behaviors—compulsively checking our phone, our email, our Instagram; compulsively finishing Netflix series we don’t like; sharing outrage-inducing articles we haven’t read; accepting invitations to parties and events we don’t enjoy; traveling not because we want to but because we want to be able to say we went. Compulsive behavior aimed at experiencing more stuff is not freedom—again, it’s kind of the opposite.

There are days when I just want to sod off the entire day and lie in bed bingeing on Netflix while eating crisps. But once I reach my Toon Cave my motivation usually kicks in, helped by the coffee and pumping up Spotify. I spend the first 30 minutes: Clearing out junk mail Reviewing real emails (not answering at this stage –just reviewing) Making my ‘to do’ list Posting in my Facebook groups Acknowledging shares and tags on social media And I do it all while standing up, having set my Tomato Timer for 25 minutes.

There was nothing romantic in what we were. We didn't go out. Share gifts or watch fucking Netflix together. We didn't make love. We made war. When she was pulling I was biting. When she was scratching digging her nails into my flesh, I slammed harder, faster. Our sex was furious, it was raw, untamed, wild... But it wasn't selfish.

the entertainment industries’ existing processes for capturing value from blockbusters start with a set of experts deciding which products are likely to succeed in the market. Once the experts have spoken, companies use their control of scarce promotion and distribution channels to push their products out to the mass market. In short, these processes rely on curation (the ability to select which products are brought to market) and control (over the scarce resources necessary to promote and distribute these products). Long-tail business models use a very different set of processes to capture value. These processes—on display at Amazon and Netflix—rely on selection (building an integrated platform that allows consumers to access a wide variety of content) and satisfaction (using data, recommendation engines, and peer reviews to help customers sift through the wide selection to discover exactly the sort of products they want to consume when they want to consume them). They replace human curators with a set of technology-enabled processes that let consumers decide which products make it to the front of the line. They can do this because shelf space and promotion capacity are no longer scarce resources. The resources that are scarce in this model, and the resources that companies have to compete for, are fundamentally different resources: consumers’ attention and knowledge of their preferences.

Manipulating your message to make the organization, yourself, or another employee appear better than reality is so common across the business world that many leaders don’t even realize they’re doing it. We “spin” by selectively sharing the facts, overemphasizing the positive, minimizing the negative, all in an attempt to shape the perception of others.

It’s up to the leader to live the message of transparency by sharing as much as possible with everybody. Big things, small things, whether good or bad—if your first instinct is to put most information out there, others will do the same. At Netflix, we call this “sunshining,” and we make an effort to do a lot of it.

At Netflix, if you share all the context of your decision, you’ve done the groundwork. You don’t need approval. It’s up to you. You decide.

Before and after QBR, we make available many dozens of pages of Google Docs memos to every employee, explaining all the context and content we shared at QBR. This information is read not just by QBR partici pants but also by people at all levels of the company, including administrative assistants, marketing coordinators, you name it.

Now, of course, Netflix’s culture is famous. There’s a much-downloaded PowerPoint presentation given to all new employees. But the truth is, it wasn’t the product of meetings or careful planning or roundtable discussions. It arose organically, through a shared set of values among a team of people who had been through their fair share of offices—startups, major corporations, and everywhere in between. Netflix, for all of us, was an opportunity to work at the kind of place we’d always dreamed about. It was a chance to do things truly our way. Culture isn’t what you say. It’s what you do.

While you are chilling at home during self-isolation with netflix or youtube, there are people across the world who have no clue how to make ends meet. So please, I beg you, each time you share this statement, make sure to donate some money, no matter how little, to those in need either personally or through a covid relief fund.

You've probably heard of the QQQ. It is a great trading or investment vehicle. When you buy shares of the QQQ, you are getting exposure to Apple, Netflix, Google, Amazon, Facebook, and many other tech (and some non-tech) stocks. If you buy the QQQ and hold it for the long-term, you will be able to profit from the long-term growth of the tech industry. You've probably also heard of indexing. It consists of buying an index (usually using an ETF like the SPY or QQQ), and holding it for the long-term. Indexing is a form of "passive investing." Passive investing refers to any strategy that does not involve a lot of thinking ("which stocks should I buy today?”) or a lot of buying or selling. When you index, you just buy whatever stocks are in the index. You only sell a stock when it gets kicked out of the index. And you only buy a stock when it gets added to the index. Or you just buy the SPY or QQQ, and these index adjustments all get done automatically for you.

We’re getting to the end here, but not before mentioning the students at High Point University and Middlebury College, who over the years have shared all their great ideas for new ventures with me—and helped me realize that the lessons I learned as an entrepreneur can be used by anyone with a dream they want to make real. Thanks, in particular, to Jessica Holmes, past director of the Middlebury College MiddCORE program.

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

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