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La 4è de couv. indique : "Pour la première fois, Reed Hastings, le co-fondateur et président de Netflix, nous révèle comment il a bâti la plateforme vidéo dont les films et les séries sont plébiscités dans le monde entier. Créé en 1997, Netflix a révolutionné l'industrie de la distribution et de la production audiovisuelle par sa créativité et sa technologie. La règle de Netflix, c'est qu'il n'y a pas de règles : maximiser la densité des talents sans limite de rémunération, prôner la confiance, la franchise et la transparence, éliminer les contrôles - horaires, vacances, frais - sont parmi les recommandations qui permettent à chacun de prendre les meilleures décisions. Avec Erin Meyer, professeur à l'INSEAD Business School, Reed Hastings nous raconte l'histoire d'une entreprise au succès fulgurant - fascinante pour certains, inquiétante pour d'autres - qui n'a pas hésité à remettre en question les codes classiques du management."

Corporate culture

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Corporate culture

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This report describes recent follow-up on past Independent Evaluation Office (IEO) evaluations, summarizes the update of the 2006 evaluation of multilateral surveillance, and outlines the ongoing evaluations. It raises the concern that progress in implementing Board-endorsed IEO recommendations has been quite mixed, suggesting the need for further consideration to reinforcing the follow-up process.

Corporate culture.

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In order to achieve desired transformation in corporate culture, leaders must take a logical and systematic approach to change. The most successful change programs begin with a statement of shared values. Beginning with values ensures that the entire organization puts purpose before action. The Manager's Pocket Guide to Corporate Culture Change provides the essential methods for mobilizing people behind these shared values. It teaches the skills to empower people within defined parameters, the type of support they require for success, and the best ways to recognize individual and team contribu

Corporate culture.

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Transform your organization into a “best place to work” by using brainfriendly strategies. It is an understatement to say that this is a difficult time to be a part of the American workforce, for employees and employers alike. The transformational drivers and trends existing in the current workforce create myriad challenges. The BrainFriendly Workplace addresses the workplace challenges that closely rely on and affect people, such as upheaval in management, new and different employee motivators, diversity, maintaining civility in the workplace, and continuous transition and change. It then applies five “big ideas” from neuroscience and how they can be used to address these issues. By learning about these fundamental brain processes and adapting your organization’s culture to fit them, workplaces can be transformed.

Corporate culture.