peers without a speed limit. When you take out the BS and friction, everyone gets so much more done that productivity, innovation and rapid agile development just happen. This is the key message, removing obstacles to a high performance culture is how innovation happens throughout an organization. Doing less to get more. We don't pay bonuses. We don't have grades other than senior engineer, manager, director, VP. We don't count the hours or the vacation days, we say "take some". Once a year we revise everyones salary to their peers and current market rate - based on what we are paying now to hire the best people we can find. We also have what sounds like a crazy stock option plan that grants options every month, vests the same day, and they last 10 years even if you leave Netflix. The net of this is less work for managers, they can concentrate on hiring top people, and almost everyone that leaves takes a pay cut. The test we make is "would you fight to keep your engineers if they tried to leave". If not, let them go now and get someone better. We don't make it hard to let people go. Some of you may be thinking this sounds expensive, but what is the value of being incredibly productive and able to move faster than your competition? You can get out ahead and establish a leading position before anyone else realizes you are even in the game. Remember how a