Erin Meyer

Whether you work in a home office or abroad, business success in our ever more globalized and virtual world requires the skills to navigate through cultural differences and decode cultures foreign to your own. Renowned expert Erin Meyer is your guide through this subtle, sometimes treacherous terrain where people from starkly different backgrounds are expected to work harmoniously together. When you have Americans who precede anything negative with three nice comments; French, Dutch, Israelis, and Germans who get straight to the point (your presentation was simply awful”); Latin Americans and Asians who are steeped in hierarchy; Scandinavians who think the best boss is just one of the crowdthe result can be, well, sometimes interesting, even funny, but often disastrous. Even with English as a global language, it's easy to fall into cultural traps that endanger careers and sink deals when, say, a Brazilian manager tries to fathom how his Chinese suppliers really get things done, or an American team leader tries to get a handle on the intra-team dynamics between his Russian and Indian team members. In The Culture Map, Erin Meyer provides a field-tested model for decoding how cultural differences impact international business. She combines a smart analytical framework with practical, actionable advice for succeeding in a global world.

Decoding How People Think, Lead, and Get Things Done Across Cultures

The Culture Map

Reed Hastings

*** Longlisted for the 2020 Financial Times & McKinsey Business Book of the Year *** It's time to do things differently. Trust your team. Be radically honest. And never, ever try to please your boss. These are some of the ground rules if you work at Netflix. They are part of a unique cultural experiment that explains how the company has transformed itself at lightning speed from a DVD mail order service into a streaming superpower - with 190 million fervent subscribers and a market capitalisation that rivals the likes of Disney. Finally Reed Hastings, Netflix Chairman and CEO, is sharing the secrets that have revolutionised the entertainment and tech industries. With INSEAD business school professor Erin Meyer, he will explore his leadership philosophy - which begins by rejecting the accepted beliefs under which most companies operate - and how it plays out in practice at Netflix. From unlimited holidays to abolishing approvals, Netflix offers a fundamentally different way to run any organisation, one far more in tune with an ever-changing fast-paced world. For anyone interested in creativity, productivity and innovation, the Netflix culture is something close to a holy grail. This book will make it, and its creator, fully accessible for the first time.

Netflix and the Culture of Reinvention

No Rules Rules

Netflix ist eines der erfolgreichsten Unternehmen der Welt und wird für seine Innovationskraft, Flexibilität, Geschwindigkeit und seinen unternehmerischen Mut bewundert. Gibt es dahinter ein Geheimnis? Außergewöhnlich sind vor allem die Unternehmensleitlinien, die für alle Mitarbeiter der Maßstab ihrer Arbeit sind. Hier einige Beispiele: Niemand soll seinem Chef nach dem Mund reden Jeder Mitarbeiter kann so viele Urlaubstage nehmen, wie er möchte. Netflix zahlt die besten Gehälter. Netflix will keine Angeber und Selbstdarsteller. Niemand kommt nackt zur Arbeit Allen ist klar, dass ein gut klingendes Konzept vollkommen wertlos ist, wenn die Ideen nicht von der Leitungsebene vorgelebt werden. Aufrichtigkeit und exzellente Mitarbeiter sind für Netflixchef Reed Hastings die wesentlichen Schlüssel zu überdurchschnittlichen Ergebnissen. Wenn diese Voraussetzungen erfüllt sind, kann ein Unternehmen auf starre Regeln wie Arbeiten auszuführen sind und sogar auf Entscheidungshierarchien verzichten.

Warum Netflix so erfolgreich ist

Keine Regeln

Harvard Business Review

Jon R. Katzenbach

Adam Grant

Boris Groysberg

HBR's 10 Must Reads on Building a Great Culture (with Bonus Article How to Build a Culture of Originality by Adam Grant)

Descubre los principios radicales que han contribuido al éxito de Netflix. Reed Hastings, el cofundador, presidente y CEO de Netflix, desvela por primera vez la sorprendente y poco ortodoxa cultura de una de las compañías más creativas y de mayor éxito en la historia de Silicon Valley. Nunca antes ha existido una empresa como Netflix. No solo por su extraordinario liderazgo en la industria de los medios, la tecnología y el entretenimiento o por su capacidad de generar miles de millones de dólares de ingresos anuales, con más de 167 millones de usuarios en 190 países. Netflix es, además, una empresa revolucionaria sobre todo por su cultura de gestión radical y a contracorriente de las ideas que tradicionalmente se dan por sentadas. Cuando Reed Hastings fundó Netflix, desarrolló una filosofía corporativa y unos principios de gestión que han proporcionado flexibilidad, velocidad y audacia a la organización y le han permitido alcanzar grandes éxitos. Esta es la fascinante historia de una compañía singular y de su extraordinaria expansión por el mundo entero.

Netflix y la cultura de la reinvención

Aquí no hay reglas

You can change your company's culture. Organizational culture often feels like something that has a life of its own. But leaders are the stewards of a company's culture and have the power to shape and even change it. If you read nothing else on building a better organizational culture, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you identify where your culture can be improved, communicate change, and anticipate and address implementation challenges. This book will inspire you to: See what your company culture is currently like--and what it could be Explore your company's emotional culture Gather input on what needs to be fixed or initiated Improve collaboration Foster a culture of trust Articulate the new culture's mission, values, and expectations Deal with resistance and roadblocks This collection of articles includes "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Manage Your Emotional Culture," by Sigal Barsade and Olivia A. O'Neill; "The Neuroscience of Trust," by Paul J. Zak; "Creating a Purpose-Driven Organization," by Robert E. Quinn and Anjan V. Thakor; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones; "Cultural Change That Sticks," by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley; "How to Build a Culture of Originality," by Adam Grant; "When Culture Doesn't Translate," by Erin Meyer; "Culture Is Not the Culprit," by Jay W. Lorsch and Emily Gandhi; "Conquering a Culture of Indecision," by Ram Charan; and "Radical Change, the Quiet Way," by Debra E. Meyerson.

HBR's 10 Must Reads on Building a Great Culture (with bonus article "How to Build a Culture of Originality" by Adam Grant)

跨國、跨地域、跨文化的合作指南 ⇨對你而言的「遲到」，可能不是「遲到」？ ⇨對你而言的「讚美」，可能不是「讚美」？ ⇨「講話比較直」的問題，外國人也有？ ⇨「隨和」，可能也是「缺乏領導力」？ 溝通──是最難的事 八個面向的文化量表（the eight-scale model） ‧溝通：低情境，或高情境？ ‧評估：直接否定回應，或是間接否定回應？ ‧說服：原理優先，或應用優先？ ‧領導：平權式，或更看重階級？ ‧決策：重視共識，或是由上而下？ ‧信任：任務導向，或是關係導向？ ‧歧異：不怕對峙，或是避免對峙？ ‧時程：線性時間，或是彈性時間？ 讓你精確掌握文化交鋒的真相，避免淪為「國際文盲」！ 「你有兩隻眼睛，兩隻耳朵，一張嘴，你應該按照比例使用他們」，這句中國俗諺，不只對中國的孩子們來說很睿智，對所有希望突破文化藩籬、改善工作效益的人也一樣。與來自別的文化的人交流時，試著多看、多聽、少說。聽了再開口，學習後再行動。 工商業發達的二十一世紀，拜科技進步之賜，事業觸角遍及全世界的跨國企業很多，瀟灑背起行囊便周遊列國的人也不少，但飽覽異國景色，經常商務旅行，說得一口流利的外語，認識很多外國朋友，就表示一個人很「國際化」了嗎？你真的看懂了坐在你面前的那位外國人嗎？真的沒有任何疑惑？ ▎印度客戶對你的提案半搖頭半點頭時，他是贊成？還是反對？ ▎美國老闆對你的表現讚不絕口，只是有點「小小建議」，一切真的沒問題？ ▎為什麼我的提案準備得如此充分，日本董事們卻絲毫不為所動？ ▎剛才法國同事對我講了那麼犀利的話，現在怎麼卻對我笑兮兮？ ▎我負責接待美國合作廠商，可是他什麼安排都不配合，怎麼辦？ ▎為什麼那個俄羅斯的合作案我拿不下來，別人一出馬就搞定？ ▎墨西哥老闆好熱情，開完會後請我吃飯到半夜，他怎麼不會累？ ▎上談判桌前要先攀好交情，但是對面那群荷蘭人裡，誰是老闆？ 我們看不懂的，很可能不只是外國人的文化，對於自己的文化，也一樣毫無自覺。於是戴著自己的文化有色眼鏡來看待其他人，依此作出錯誤判斷或誤判，無意間為自己製造了許多困難和挫敗。企業想要成功，你必須具有與全世界的人順利合作的能力，那麼你就要能夠和知道如何欣賞文化差異，同時也要能尊重個別差異。 行為的文化模式與信仰，經常影響我們的覺察（我們所看見的）、認知（我們的想法），以及行動（我們的行為）。這本書的目標即在協助你，改善你解讀文化這三個面向的能力，以及提升你的處理效益。 全書在紮實的人類學和社會學的學術研究調查基礎之上，再搭配英士國際商學院INSEAD長達十餘年的跨文化實務經驗累積和研究調查成果——透過地球上最經驗豐富與學識淵博的一群全球經理人，進行各種理論測試、挑戰、證實和修正，充實完善了這本書的核心——八個面向的文化量表（the eight-scale model）。八項刻度中任何一項，都代表一個經理人必須了解的關鍵文化領域，從刻度表的一個極端到反向的另一邊，呈現出文化的多樣變化。 作者以循序漸進的方式，穿插歷史、哲學、語言學、文學等等文化根源解說，抽絲剝繭，帶領大家理解各種文化風格形成的原因和內涵，搭配豐富生動的商場實際案例，系統化說明由文化差異所引發的最為常見的商業溝通挑戰。提供最有效的處理手法，解決因跨文化誤解而產生的棘手問題，甚或能完全避免問題發生。 法國有句諺語，" Quand on connait sa maladie, on est à moitié guéri." 意思是，當你知道你得的是什麼病時，你也就離痊癒不遠了。同樣的道理也可以應用在大多數跨文化亂局裡。只要能建立起你自己的覺察力，一旦你對你的團隊有了覺察，在改善合作關係的道路上，就已經成功跨出了一大步。 透過本書，學會你可以如何立體運用八項刻度模型，懂得觀察自己與對手文化的相對位置，從而找到與每個文化最合適的應對方式，培養出能輕巧在不同文化間靈活轉換的溝通技能，真正開始展開分享、學習，乃至最終理解的對話，這也才是所謂「多樣化」與「全球化」的真正意涵。 當全球化改變了我們工作的方式後，為了與客戶、供應商和來自世界各地的同事能夠更有效合作，如今我們都需要具備譯解文化差異的能力。它很有挑戰性，同時也很迷人。 這人類文化的範疇，是一個蘊含無盡的驚奇和發現的泉源——是一處充滿非凡體驗和無止境學習的源泉，它永不枯竭！ 各界推薦 艾琳．梅爾為我們呈現所有商業領袖都該知道的守則：在現今多元文化的工作環境中，如何進行有效的管理。－－暢銷書《UP學：所有經理人相見恨晚的一本書》作者 馬歇爾高德史密斯(Marshall Goldsmith) 也許你正坐在波士頓的桌前，或是在北京的餐廳用餐，無論身在何方，跨文化溝通都會是你在全球化經濟下的一大挑戰，也是通往成功的金鑰。艾琳•梅爾無疑寫下一本寶典，所有的經營者都該拜讀。－－Thinkers50創辦人 戴斯狄洛夫(Des Dearlove)和斯圖爾特克雷納(Stuart Crainer) 我真心推薦這本書－無論作為專業參考或是閒暇消遣都很適合。身為新世代學者的代表之一，艾琳展現了將複雜的理論模型付諸實用的能力。必讀！－－《跨越文化浪潮》作者 佛恩斯特朗皮納斯(Fons Trompenaars) 即使商業的世界逐漸虛擬化、電子化，《文化地圖》仍提醒我們，了解人際互動中的文化差異是重要的。對於跨國企業領導人來說，調和團隊中的文化和個人差異是提高成效的關鍵。但唯有了解，才能面對和處理。梅爾透過研究與分析，指出一條明路，《文化地圖》將幫助企業領導搭建「文化間的橋梁」，使組織團隊的運作更加順暢。－－凱傑管理顧問公司全球執行長 貝納博士(Dr. Didier CL Bonnet) 或許經濟已全球化，但文化不然。艾琳梅爾的《文化地圖》告訴我們，市場由人群構成；而偏見、期望、不同價值觀都有可能在出乎意料的時刻，使我們做出不同的決策。文化影響人們，人們創造經濟，唯有了解這項真理，才能通往成功。如果你想邁向全球，這本書是最好的旅途指引。－－Google歐洲產品行銷經理 派德皮納(Pedro Pina)

文化地圖（暢銷增訂版）

Hbr's 10 Must Reads on Building a Great Culture

La mappa delle culture. Come le persone pensano, lavorano e comunicano nei vari paesi

Jason Culp

Allyson Ryan

Cuando te das cuenta de que, antes de hacer una crítica, los estadounidenses se hartan a halagos mientras que los alemanes no se andan con rodeos; o que los asiáticos muestran reverencia por la jerarquía, mientras que para los suecos cualquiera puede ser jefe, caes en que nos regimos por un contexto cultural que es imprescindible entender antes de pensar en relacionarse con alguien de otro país. La comunicación entre culturas es el gran reto de la economía global, y disponer de las claves necesarias para facilitar la comprensión puede ser la diferencia entre el éxito y el fracaso. La experta reconocida Erin Meyer desgrana los 8 puntos diferenciales de nuestros rasgos culturales y nos facilita las herramientas para afrontar de manera eficaz los retos comunicativos más comunes en el mundo de las relaciones internacionales. El mapa cultural se ha convertido en la obra de referencia para cualquier lector que quiera desenvolverse de la forma más consciente y cómoda en este terreno sutil, y a veces traicionero, en el que se espera que personas de orígenes distintos trabajen juntas en armonía. «Tanto si eres un diplomático, un empresario, un viajero global, un funcionario del gobierno o un trotamundos, este es el único libro que no deberías perderte.» The Huffington Post «Este libro es fundamental y todos deberíamos leerlo.» Des Dearlove y Stuart Crainer, fundadores de Thinkers50

Las 8 escalas de nuestras barreras culturales y cómo sortearlas

El mapa cultural

Heidi Grant

Tsedal Neeley

Scott Berinato

Is your message getting through? The right communication tactics can motivate your people—and fuel your business. Get more of the ideas you want, from the authors you trust, with HBR's 10 Must Reads on Communication (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you get your message across—whether you're speaking face-to-face or connecting with someone across the world. With insights from leading experts including Erin Meyer, Heidi Grant, and Douglas Stone, this book will inspire you to: Power your organization through conversation Unlock value in your organization by asking better questions Improve your ability to give—and receive—advice Achieve better outcomes in cross-cultural negotiations Create smart, effective data visualizations Spark collaboration, learning, and innovation using digital tools This collection of articles includes: "Leadership Is a Conversation," by Boris Groysberg and Michael Slind; "The Surprising Power of Questions," by Alison Wood Brooks and Leslie K. John; "A Second Chance to Make the Right Impression," by Heidi Grant; "The Art of Giving and Receiving Advice," by David A. Garvin and Joshua D. Margolis; "Find the Coaching in Criticism," by Sheila Heen and Douglas Stone; "Visualizations That Really Work," by Scott Berinato; "What Managers Need to Know About Social Tools," by Paul Leonardi and Tsedal Neeley; "Be Yourself, But Carefully," by Lisa Rosh and Lynn Offermann; "How to Preempt Team Conflict," by Ginka Toegel and Jean-Louis Barsoux; "Getting to Si, Ja, Oui, Hai, and Da," by Erin Meyer; and "Cultivating Everyday Courage," by James R. Detert. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

HBR's 10 Must Reads on Communication, Vol. 2 (with bonus article "Leadership Is a Conversation" by Boris Groysberg and Michael Slind)

Max H. Bazerman

Deepak Malhotra

Daniel Kahneman

Learn to be a better negotiator--and achieve the outcomes you want. If you read nothing else on how to negotiate successfully, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you avoid common mistakes, find hidden opportunities, and win the best deals possible. This book will inspire you to: Control the negotiation before you enter the room Persuade others to do what you want--for their own reasons Manage emotions on both sides of the table Understand the rules of negotiating across cultures Set the stage for a healthy relationship long after the ink has dried Identify what you can live with and when to walk away This collection of articles includes: "Six Habits of Merely Effective Negotiators" by James K. Sebenius; "Control the Negotiation Before It Begins" by Deepak Malhotra; "Emotion and the Art of Negotiation" by Alison Wood Brooks; "Breakthrough Bargaining" by Deborah M. Kolb and Judith Williams; "15 Rules for Negotiating a Job Offer" by Deepak Malhotra; "Getting to Si, Ja, Oui, Hai, and Da" by Erin Meyer; "Negotiating Without a Net: A Conversation with the NYPD's Dominick J. Misino" by Diane L. Coutu; "Deal Making 2.0: A Guide to Complex Negotiations" by David A. Lax and James K. Sebenius; "How to Make the Other Side Play Fair" by Max H. Bazerman and Daniel Kahneman; "Getting Past Yes: Negotiating as if Implementation Mattered" by Danny Ertel; "When to Walk Away from a Deal" by Geoffrey Cullinan, Jean-Marc Le Roux, and Rolf-Magnus Weddigen.

HBR's 10 Must Reads on Negotiation (with bonus article "15 Rules for Negotiating a Job Offer" by Deepak Malhotra)

Netflix i filozofia przemiany

Gdy regułą jest brak reguł

Penguin Readers is an ELT graded reader series. Please note that the eBook edition does NOT include access to the audio edition and digital book. Written for learners of English as a foreign language, each title includes carefully adapted text, new illustrations and language learning exercises. Titles include popular classics, exciting contemporary fiction, and thought-provoking non-fiction, introducing language learners to bestselling authors and compelling content. The eight levels of Penguin Readers follow the Common European Framework of Reference for language learning (CEFR). Exercises at the back of each Reader help language learners to practise grammar, vocabulary, and key exam skills. Before, during and after-reading questions test readers' story comprehension and develop vocabulary. No Rules Rules, a Level 4 Reader, is A2+ in the CEFR framework. The text is made up of sentences with up to three clauses, introducing more complex uses of present perfect simple, passives, phrasal verbs and simple relative clauses. It is well supported by illustrations, which appear regularly. Reed Hastings started Netflix with Marc Randolph in 1997. Their company has completely changed how we watch TV and films. In this book, Reed explains the secret to the company's success and how at Netflix, there really are NO rules.

Penguin Readers Level 4: No Rules Rules (ELT Graded Reader)

Netflix a provoqué une véritable révolution dans l’univers de l’entertainment. Présente dans cent quatre-vingt-dix pays, rassemblant des centaines de millions de clients, dont sept millions en France, pesant plus de 200 milliards de dollars, elle est devenue un monstre qui fascine autant qu’elle effraie le monde de l’audiovisuel, producteurs et chaînes confondus. Reed Hastings a d’abord fondé en 1997 une entreprise qui a un service en ligne de location et d’achat de DVD livrés à domicile. Comprenant, en avance sur tous, les conséquences de la révolution numérique, il va s’adapter à toute vitesse, rejeter toutes les règles et élaborer sa propre doctrine du changement et du management basée sur la liberté et la responsabilité. Chez Netflix, la qualité des employés a plus d’importance que celles des procédures, l’innovation prime sur l’efficacité ; il n’y a pas de limites pour les congés et les notes de frais ; on attend la sincérité absolue plutôt que l’esquive ; on est payé bien au-dessus du marché tant que la créativité et les performances sont là. Tout en racontant l’histoire de cette société hors du commun, en donnant la parole à beaucoup de ceux qui y ont participé et vécu les erreurs et les fulgurances, c’est toute la vie quotidienne, la philosophie et l’expérience d’une entreprise unique qui a su créer son propre modèle révolutionnaire. Reed Hastings a choisi de développer ses idées d’une façon très originale : un dialogue souvent contradictoire entre lui et Erin Meyer. Reed Hastings est le cofondateur et le P.D-G. de Netflix. Erin Meyer est professeur à l’INSEAD. Elle a été sélectionnée parmi les cinquante penseurs les plus importants du monde dans le domaine du business et de l’économie. Elle vit à Paris et parle français. Erin Meyer est professeur à l’INSEAD. Elle a été sélectionnée parmi les cinquante penseurs les plus importants du monde dans le domaine du business et de l’économie. Elle vit à Paris et parle français.

Netflix et la culture de la réinvention

La règle? pas de règles

Harte Arbeit ist irrelevant

L'unica regola è che non ci sono regole. Netflix e la cultura della reinvenzione

Andreas Schieberle

Marlies Ferber

Ob man zu Hause arbeitet oder im Ausland, Geschäftserfolg in unserer immer mehr globalisierten und virtuellen Welt erfordert die Fähigkeit, durch kulturelle Unterschiede zu navigieren und fremde Kulturen zu entschlüsseln. Die renommierte Expertin Erin Meyer ist Ihr Guide durch dieses schwierige, manchmal trügerische Gelände, in dem von Menschen mit gänzlich unterschiedlichem Background erwartet wird, harmonisch zusammenzuarbeiten. Selbst mit Englisch als globaler Sprache ist es leicht in kulturelle Fallen zu tappen, die die Karriere gefährden oder Abschlüsse zunichtemachen können. Zum Beispiel wenn ein brasilianischer Manager versucht, zu ergründen, wie sein chinesischer Lieferant Dinge erledigt; oder ein amerikanischer Chef versucht, mit den Dynamiken innerhalb seines Teams zwischen russischen und indischen Teammitgliedern umzugehen. In der "Culture Map" liefert Erin Meyer nun ein praxiserprobtes Modell, einen Kompass, um zu dekodieren, wie kulturelle Unterschiede internationalen Erfolg beeinflussen. Sie kombiniert ein kluges analytisches Framework mit praktischen Tipps für mehr Erfolg in einer globalen Welt. Im Modell der "Culture Map" werden 8 Dimensionen (unter anderem Kommunizieren, Führen, Vertrauen, Entscheiden) betrachtet. Diese Dimensionen steigern die Effektivität der Arbeit - egal, ob man seine Mitarbeiter motivieren, Kunden erfreuen will oder einfach nur einen Conference-Call plant, an dem Mitglieder unterschiedlicher Kulturen teilnehmen. Die Leser werden in die Lage versetzt, sich und ihre Position gegenüber den anderen einzuordnen und zu entschlüsseln, wie die Kultur die eigene internationale Zusammenarbeit (Kollaboration) beeinflusst, um unangenehme Situationen oder Fiaskos zu vermeiden. Die deutsche Ausgabe des Buches wird von der Autorin aktualisiert. Drei neue Länder (Türkei, Marokko, Irak) werden zusätzlich in die Betrachtung aufgenommen.

Erin Meyer

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