1. You’re a Netflix employee and Reed Hastings has just stopped by your desk.
“I’d like
to know,” he says. “what you like most and least about working here.” How do you
think you might respond?
● As a Netflix employee working for Reed Hastings, what I would likely respond is that
Netflix promises exceptional and high-level services, which is the reason that we are
still the top-performing streaming site/app. However, prior to its exceptional
performance to customers, there are still some areas that need to be addressed for
the employees and the development of Netflix as well.
2. You’re a major Netflix stockholder attending the firm’s annual board meeting. When
you bump into Reed Hastings at a reception, he asks you, “How do you think we’re
doing with this company? How would you respond?
● As a major Netflix stockholder attending the firm's annual board meeting bumling into
Reed Hastings, I would respond with honest remarks along with its drawbacks and
benefits. I would say that the company is doing very well in expanding brand
recognition through subscriptions internationally; our primary aim is to serve
customers convenience while also enhancing their loyalty. The ability to maintain
premium services can also take a toll on our working environment; just focusing on
performance-based may create too much pressure on us. Thus, we would be unable
to meet high-level performance, and in doing this, addressing concerns from
employees must be prioritized during this matter.
3. You’re the founder and owner of a small media company, and Netflix has indicated
interest in your business. In addition to price, what other factors (if any) are important
to you?
● As a founder owning a small media company, factors such as financial benefits,
identity of the brand, vision or values consistency, and work environment are also
important for my business as well. Maintaining the consistency of its values and
visions would ensure that the direction of what we are aiming for aligns with our
strategies too. Keeping the identity of the brand must be considered most especially
which should failry compromise adapt with the employes' preferable pace in the work
environment and pay/benefits. In this way, innovating and investing could further
enhance recognition of our small media company.
(A)
● Enhanced engagements of investors using either Anglo-Saxon or French
management styles is evident. Their approaches started attracting investors for
investments by complementing each style on their strategic decisions and financial
performance. Viehbacher's approach transformed the company into an international
outlook, which was also applauded by investors and analysts for his management
strategy.
● Helps develop the company in a motivated setting, enhancing its performance.
Enabling a positive environment influences employees and board members to be
optimistic about the future projects in the business. This will give them a competitive
edge regarding their pursuits, abilities, and skills.
(E.g., the acquisition of Genzyme since 2011 for more than $20 billion strengthened their
position in attracting investment through its growth potential)
(E.g., the genzyme acquisition drives innovation by the entry of biotechnology in rare
diseases, enabling them to grow their market internationally.)
(E.g., for a short while, his forward-looking approach has caused the company to expand
their operations, eventually increasing the company's stocks.)
(D)
● It may potentially create conflicts that lead to tension between the CEO and
Chairman. Optimism can cause deteriorating relationships in managing Sanofi from
decision-making, specifically miscommunication. Strategizing these decisions would
most likely be delayed due to these conflicts. (E.g., the acquisition of Genzyme in
2011 led to resentment because of Viehbacher's difference in management style
compared to Weinberg's, which was more formal.)
● Possibility of neglecting rooms for improvements. Overestimated feasibility of the
project may lead to potential failures and delays. There would be no assurance that
the development of innovation would succeed or not. (E.g., his reliance on instinct
resulted in a crisis in Sanofi's three-day declining shares, cutting jobs in France, and
flat sales of diabetes business.)
● His optimism weighed the company down with its unrealistic and inefficient
management. Settling decisions based on instincts failed to maintain its competition
against the biggest sellers. Disconnected leadership may be insufficient enough to
face these difficult situations. (E.g., the shift of focus to the US planted a risk for plant
closing in France; shares were down by 11 percent. His impulsive and rigid decisions
affected the execution of the company's strategy.)
