There has never before been a company like Netflix. It has led nothing short of a revolution in the entertainment industry, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. To reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical organizational culture that cofounder Reed Hastings established from the very beginning.

At Netflix, there are no vacation or expense policies, adequate performance gets a generous severance, and hard work is irrel­evant. At Netflix, employees don’t need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled innovation, speed and boldness.

For anyone who creates, who leads, or who strives to innovate, the Netflix culture is something close to the holy grail. Here, with breath-taking candor and unprecedented access, INSEAD professor Erin Meyer challenges and interrogates Netflix CEO Reed Hastings, inviting you to step inside and experience it for yourself.

Globalization has led to the rapid connection of internationally based employees from all levels of multinational companies. Where once an employee might have been expected to primarily collaborate with colleagues from his own country, today many people are part of global networks connected with people scattered around the world. Yet most managers have little understanding of how local culture impacts global interaction. Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team’s day-to-day effectiveness. The Culture Map provides a new way forward, with vital insights for working effectively and sensitively with one’s counterparts in the new global marketplace.

Based on her work at INSEAD, the “Business School for the World” based in Paris, 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 working in a global world. Whether you need to motivate employees, delight clients, or simply organize a conference call among members of a cross-cultural team, the eight dimensions featured in The Culture Map will help you improve your effectiveness.  By analyzing the positioning of one culture relative to another, the dimensions enable you to decode how culture influences your own international collaboration.

The book is also filled with engaging, real-life stories and anecdotes from around the world that impart important lessons about global teamwork and international collaboration, including:

• Takaki explains to his multinational colleagues the importance of “reading the air,” or picking up on the unspoken subtext of a conversation, in Japanese communication
• Sarah sends e-mails to several Indian IT engineers only to understand later that she has offended and isolated their boss by not going through him
• Sabine doesn’t realize her job is in jeopardy after her performance review, as her American boss couches the message in a positivity rarely used in France.
• Ulrich’s Russian staff perceive him as weak and incompetent as he employs the egalitarian leadership techniques so popular in his native Denmark.
• Bo Chen – who has something urgent to say – waits patiently to be called on while his American colleagues jump in one after the other.  His opportunity never comes.

Now available in Korean, Japanese, Chinese, Indonesian, Turkish, Russian, Dutch, Spanish, German and French. Currently being translated in Italian.