Per pgxxii, the 3 step implementation approach through 3 cycles which help Netlix thrives like no other is:-#1,Build up talent density by creating a workforce of high performersIntroduce candor by encouraging loads of feedbackRemove controls such as vacation, travel, and expense policies#2,Strengthen talent density by paying top of marketIncrease candor by emphasizing organizational transparencyRelease more controls such as decision making approvals#3,Max up talent density by implementing the Keeper TestMax up candor by creating circles of feedbackEliminate most controls by leading with context not controlDaring and extreme. Controversial, too.p.s. Below please find some favorite passages of mine fyi.Neflix assumes that you have amazing judgment…and judgment is the solution for almost every ambiguous problem. Not process. The flip side is that people are expected to work at a super high level or be quickly shown the door (with a generous severance package.) pgxxiiPerformance is contagious. Pg84A feedback guidelines. 1. Aim to assist 2. Actionable 3. Appreciate 4. Accept or discard pg30Just five words to guide his actions: Act in Netflix’s best interest. Pg66Once you have a workforce made up nearly exclusively of high performers, you can count on people to behave responsibly. Once you have developed a culture of candor, employees will watch out for one another and ensure their teammates’ actions are in line with the good of the company. Then you can begin to remove controls and give yours staff more freedom. Pg69With no expense controls, you’ll need your finance department to audit a portion of receipts annually. When you find people abusing the system, fire them and speak about the abuse openly – even when they are star performers in other ways. Pg70The Netflix Innovation Cycle. If you have an idea you’re passionate about, do the following:-1. Farm the dissent, or socialize the idea 2. For a big idea, test it out. 3. As the informed captain, make your bet. 4. If it succeeds, celebrate. If it fails, sunshine it. Pg140If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea. Pg215When one of your people does something dumb don’t blame them. Instead ask yourself what context you failed to set. Are you articulate and inspiring enough in expressing your goals and strategy? Have you clearly explained all the assumptions and risks that will help your team to make good decisions? Are you and your employees highly aligned on vision and objectives? Pg220A loosely coupled organization should resemble a tree rather than a pyramid. The boss is at the roots, holding up the trunk of senior managers who support the outer branches where decisions are made. Pg234