The streaming giant had upended show business long before the pandemic hit. But with a highly unusual management style, its billionaire founder has now positioned his entertainment juggernaut to prosper like few companies in the world.
https://www.forbes.com/sites/dawnchmiel ... 15399b15df
“And to me, that was an immediate lesson,” Sarandos now says. “With all that decision-making power comes responsibility. . . . Reed models that over and over again, and he lets you own the win and he makes you own the loss.”
By Silicon Valley standards, Pure Software had made a successful exit. But it left Hastings with lingering dissatisfaction. In the early days, it had innovated. As it matured, like pretty much every company, it developed policies to safeguard against mistakes, rather than taking smart risks. Pure ended up promoting people “who were great at coloring within the lines,” Hastings says, while the creative mavericks got frustrated and went to work elsewhere.
Hastings acknowledges Disney’s extraordinary feat of logging 50 million subscribers in its first five months, a milestone it took Netflix seven years to reach. Meanwhile, he’s focused on Netflix crossing its next significant milepost: 200 million subscribers and beyond. That means more investment in local content around the world—including as much as $400 million by the end of the year in India. And it means continuing to evaluate his talent so he can continue to empower them to make decisions.
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He wiped his eyes! Really good though. 
