Reed Hastings
发布时间 2020-09-20 14:00:00 来源
摘要
Reed Hastings says if he had known how big Netflix was going to get he never would have sold a share. The founder and now Co-CEO of Netflix discusses the meteoric rise of Netflix with David Rubenstein on the latest episode of "The David Rubenstein Show: Peer-to-Peer Conversations."See omnystudio.com/listener for privacy information.
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I was thinking about Netflix, you know, with all the pandemic binge watching and everything. Yeah, everybody is there. David Rubinstein had a chance to talk with co-CEO Read Hastings on the David Rubinstein show, Peer to Peer Conversations.
我在想Netflix，你知道，因为疫情大量观看而且什么都有。是的，每个人都在用。David Rubinstein有机会和共同CEO Reed Hastings在David Rubinstein秀的Peer to Peer Conversations上谈话。
You know, and Netflix went public in 2002, right? And the market cap is up more than 80,000 percent. And I check the math and that's definitely the case. And the stock is up more than 40,000 percent since then. Oh, boy.
你知道吗？Netflix在2002年上市了，是吗？如今市值已经增长了80,000%以上。我计算过了，这绝对是事实。自那以来，股票的涨幅超过了40,000%。哦，天啊。
Yeah. And David had a chance to ask Hastings if he ever expected this kind of success. Why don't we listen in?
是的，David有机会问Hastings是否曾预料到这样的成功。我们为什么不来听听呢？
"The company now, which went public in 2002, the market cap is up about 86,000 percent. Stock is up about 41,000 percent since then. Did you ever think that it would become that big and that's successful?"
这家公司现在已经上市了，上市时间是在2002年。它的市值增长约为86,000%。自那时以来，股票上涨约为41,000%。你曾经想过它会这么大，这么成功吗？
"Well, no, because then I would have never sold a share. So you never know on that. And honestly, there's been a lot of luck along the way, too."
"嗯，不，因为那样我就永远不会卖掉任何股份了。所以你永远不知道。而且说实话，在这个过程中也有很多运气的成分。"
Blockbuster could have wiped us out many times. When Viacom spun off Blockbuster in 2004, they saddled them with a billion dollars of debt as they're good by kiss. And the covenants on that debt severely limited Blockbuster when they attacked us. So that was one.
“如果有必要，我们可以改写一下这句话：Blockbuster曾经多次有可能使我们破产。 2004年，维亚康姆公司将Blockbuster分拆出去时，把10亿美元的债务赠与他们，这是他们向Kiss告别的方式。而这笔债务的契约非常严格，严重限制了Blockbuster对我们的攻击。这就是其中之一。”
Another one is Blockbuster had us on the ropes. And then Carl Icon got elected to the board of directors by the shareholders of Blockbuster. And he fired the CEO over some silly bonus issue. And then they completely changed strategies. And so all these things have been incredibly lucky strokes. And so you need both skill and luck, which I'm sure you've experienced, too.
另一个例子是 Blockbuster 让我们非常吃紧。然后卡尔·伊坎（Carl Icon）被 Blockbuster 的股东选入董事会，他因为一些微不足道的奖金问题解雇了 CEO。然后他们完全改变了策略。所有这些事情都是非常幸运的突破。所以你需要既有技巧又有运气，我相信你也曾经有过这种经历。
So let me ask you, though, for those who may not be familiar with a new book you're coming out with called No Rules Rules, in that book, you describe that you actually, at one point, one of the go to Blockbuster and sell them the company for, I think, some modest amount today, $50 million.
那么让我问你一下，对于那些可能不熟悉你即将推出的名为《无规矩之规》的新书的人，你在书中描述了你曾经去Blockbuster，用一笔很谦虚的金额，我想是现在的5000万美元来卖给他们这家公司。
Absolutely. And, you know, in the early days, we were like Blockbuster is going to wreck us as soon as we get big. And we were almost right about that. And so we went to see them. And, you know, they were very polite, but they were not interested. And had they bought the company, where do you think Blockbuster would be today, and where do you think Netflix would be today?
当然。早期我们非常担心，一旦我们变得很大，Blockbuster就会毁了我们。事实几乎是这样的。我们去看过他们，他们非常礼貌，但不感兴趣。如果他们当时收购了我们，你认为今天Blockbuster会在哪里，而Netflix又会在哪里呢？
Yeah, it's always hard to tell. But I think we could have made Blockbuster a modern brand.
嗯，很难说。但我觉得我们本可以把Blockbuster打造成一个现代品牌。
You have a culture you describe in your book, which is very unique. And let me just go through a couple of things you say that I found stunning as somebody who's helped to run a company myself that's publicly traded.
你在书中描述的文化非常独特。让我来分享一些让我吃惊的话语，因为我自己曾经帮助运营过一家上市公司。
For example, you have a system where people can take whatever vacation they want to take. There's no limit. People can take any time off they want, no limit. Where did you get that idea from?
比如说，你们的制度允许员工随意休假，没有限制。员工可以随时休假，没有任何限制。你们是从哪里得到这个想法的呢？
Well, in the industrial economy, like factories, we measured people by how many hours they did on the job, 9 to 5, 8 to 6, whatever that is. And we really want people to focus on ideas, on generating important work. And so we don't measure them during the day. We don't clock our people in.
好的，在工业经济中，比如工厂，我们通过员工在工作中花费的时间来衡量他们的工作表现，比如从早九点到下午五点，或者从早八点到下午六点等等。但我们真正想要员工集中精力于创意、重要工作的产生，因此我们不会对他们在工作期间进行计时。我们不会让员工打卡。
And if we're not going to tell whether someone is working 5 to 9, or 9 to 5, which is a two to one difference an hour, why are we tracking whether they do 50 weeks or 48 weeks a year of work that's in the noise? And so unlimited vacation is sort of like saying, dress how you want. And then people still don't come to work naked. There's some cultural assumptions about appropriate clothing for work. And we don't need to specify that. And in the same way, with vacation, people understand getting work done. And they get to live more flexibly.
如果我们不知道有人是从5点工作到9点，还是从9点工作到5点，这是每小时两倍的差异，为什么我们还要追踪他们每年工作50周或48周，这相当于噪音。无限假期就像是说，穿你想穿的衣服。但人们仍然不会赤条条地去上班。对于工作合适的着装，有一些文化假设。我们不需要具体说明。同样的，对于假期，人们明白得到工作的重要性。他们可以更灵活地生活。
Okay. Well, you also say in your book, you don't have to please at your company, your boss. Otherwise, you can go ahead and do what you think is best. And your boss doesn't agree that's okay. Is that easy to run a company that way?
好的。那么，在你的书中，你也说过，你不必取悦于你的公司和老板。否则，你可以继续做你认为是最好的事情。如果你的老板不同意，那也没关系。这样经营一家公司容易吗？
You know, again, we're really focused on inspiration over supervision. So the traditional paradigm is that good management is close management, sets objectives, manages tightly. And all of that's appropriate in safety, critical environments, airlines, producing vaccines, et cetera. But in a creative business, you don't care so much about what goes wrong. You care about enough of the right things get done. And so we really focus on inspiring, inspiring our people and having it be very open and collaborative. And from that, you get amazing technical innovation and you get amazing content innovation.
你知道，我们真正关注的是灵感而非监督。传统的范式认为好的管理是督促紧密地执行目标。这对安全、关键性环境、航空、制药等领域来说是适当的。但在创意业务中，你并不太关心出什么问题。你关心的是正确的事情是否得以完成。所以我们真正关注的是激励员工并让他们在开放和合作的环境中自由创作。这样，你就会获得令人惊叹的技术创新和内容创新。
You're pointing out in the book that if people do a reasonably good job, they still might lose their job if they haven't done a spectacular job. And therefore, they get a very good severance, but not a continued job. Can you explain that theory?
你在书中指出，如果人们做得相当不错，仍有可能失去工作，如果他们没有做出惊人的表现。因此，他们可以得到非常好的补偿，但不能保住工作。你能解释一下这个理论吗？
Yeah. And again, in the traditional industrial paradigm, you know, you have to do something wrong to get let go. You can think of a job as sort of a property right, you know, until you lose it by abusing your position.
是啊。而且在传统工业范式下，你要做错事才会被解雇。你可以把工作看成一种财产权，你知道，只有当你滥用你的职位而失去它时，你才会失去它。
But if you think about professional sports, you know, if that team is going to win a championship, it has to have a mix of the right players that work well together that are the absolute best in the world.. And so we try to model ourselves like a professional sports team.
但是，如果你考虑到职业体育，你会知道，如果那个队要赢得冠军，它必须拥有一组合作良好的合适球员，他们是世界上绝对最好的。我们努力以职业体育队为榜样。
So highly paid, but you got to earn your position every year. And it's about performance. And you know, that's not right for everybody. Some people care mostly about job security.
你的工资很高，但你每年都要努力证明自己的职位。这与绩效有关。你知道，这并不适合所有人。有些人更关心工作稳定性。
Other people care mostly about excellent colleagues and, you know, playing great team ball to achieving something important for the consumers. And you know, we're attracting, you know, that group of people who care about team excellence.
其他人主要关心优秀的同事，以及在实现对消费者非常重要的目标中，打出出色的团队合作。我们吸引了那些关心团队卓越的人群。
So I've no doubt your book will be a best seller because it's a very interesting book, but I couldn't understand exactly whether you were saying that your culture is one that if other companies adopted, they would do better. Or it's just that you're explaining what is so unique about your company and why it's successful. So which is it or is it both?
我相信您的书一定会成为畅销书，因为它非常有趣。但我不太了解您所说的是您的文化是一种如果其他公司采用就会变得更好的文化，还是仅仅是解释了您的公司有何独特之处并且为什么会成功。那么，到底是哪一个呢，还是两个都有吗？
I think a certain type of company, a company in a creative industry where there's a lot of change will do better by optimizing for flexibility, then efficiency. And other companies like a airline or a factory wants to optimize either for safety or for manufacturing yield. So again, highly consistent results. And that's not for this Netflix culture, but for again, a company that wants to be inventive and create new things. I think this offers a lot of fresh ideas for people to rethink the traditional industrial paradigm.
我认为某种类型的公司，那些在创意产业中有很多变化的公司将通过优化灵活性而非效率更好。而像航空公司或工厂这样的其他公司则希望优化安全性或制造产量。因此，它们的结果高度一致。这不是为了这种Netflix文化，而是为了一个想要创新和创造新事物的公司。我认为这为人们重新思考传统工业范式提供了许多新鲜的想法。
So let's go back a little bit to your background. So you grew up in the Boston areas, right? Boston and DC. And you went to college at Bowdoin, which is a great school.
那我们回过头来聊一下你的背景吧。你是在波士顿地区长大的，对吧？在波士顿和华盛顿特区都待过。你上了一个很棒的学校——鲍登学院。
And after you graduated, what did you do?
你毕业后，做了什么？
I went in the USP score and I was a high school math teacher in a very rural part of Southern Africa. And after that, you decided that you would go to business school at Stanford.
我去了 USP 评分，我曾是南部非洲一个很偏远的乡村地区的高中数学教师。然后，你决定去斯坦福商学院读书。
What led you to decide to go to business school and at Stanford?
是什么导致你决定去商学院并选择斯坦福？
So I actually went in a computer science. And I tried to take a business class, but they rejected me. So in any case, being at Stanford in the mid 80s was an incredible experience because you learned so much entrepreneurial work from all your colleagues, everyone's bubbling with ideas. And that's still happening today 40 years later.
所以我实际上是学计算机科学的。我试图上一门商业课程，但他们拒绝了我。总之，在80年代中期在斯坦福学习是一种不可思议的经历，因为你可以从同学们身上学到很多创业工作的知识，每个人都有很多想法。而且这种情况40年后今天仍在发生。
So when you graduated from Stanford, you decided to get into the computer industry and you were a programmer for a while. Is that right?
那么当你从斯坦福大学毕业后，你决定进入电脑行业，做了一段时间的程序员。是这样的吗？
Yeah, I was a programmer at a couple of different companies. And then I was fortunate and had an idea of something that I really wanted to do. That was in 1990. So I took a year off and consulted on the side part time and then wrote a program that ultimately turned into a company, which was a reasonable success. Morgan Stanley took us public in 1995. It doubled every year. And that ultimately is the company that was so much process that it got to rigid. So it was a great learning lesson.
嗯，我曾在几家不同的公司做程序员。后来我很幸运，想到了自己真正想做的事情。那是在1990年。所以我休了一年假，在旁边做咨询工作，然后写了一个程序，最终成了一家公司，取得了一定的成功。摩根士丹利在1995年将我们上市。这家公司每年翻倍增长。但它最终因为流程变得太过僵化而遭到失败。这是一次非常宝贵的学习经历。
All right, so when you ultimately left that company after taking a public and ultimately merging with somebody else, you had the idea of starting what is now Netflix. Is that right?
好的，所以当你最终离开那家公司，在与其他人合并后，你有了启动现在的 Netflix 的想法。对吗？
Yeah, I mean, the timing was shortly thereafter that a colleague of mine from a pure Mark Randolph and I were brainstorming on different ideas. And then, like many people at that point, I had had this terrific latency. And so was thinking there has to be a better way. And then it's when this friend told me about DVD that I realized, oh, you could mail those cheaply and that you could potentially build a business there that was not in Amazon's direct interest because of the return loop that you constantly return these DVDs, which was unlike Amazon's core. So it was e-commerce, but a smaller market than what Amazon was going after.
嗯，我的一个同事Mark Randolph和我在筹划不同的想法时，那时候时间很快。然后，像许多人一样，我有这个难以忍受的延迟期。所以我想肯定有更好的方法。然后我的朋友告诉了我DVD的事情，我意识到，哦，你可以很便宜地邮寄它们，你可以在那里建立一个不是Amazon直接利益的企业，因为你不断地归还这些DVD，这与Amazon的核心不同。所以这是电子商务，但比Amazon追求的市场小。
The story is that you took out some DVDs, I guess, from Blockbuster. You found out that you had kept them too long. You didn't like paying the late fee and that prompted you to think of something like this. Is that fair or is that just apocryphal?
故事是你从Blockbuster租了一些DVD，然后发现你租了太长时间了。你不喜欢支付滞纳费，这促使你想出类似这样的东西。这是公正的，还是只是假的？
No, that's accurate. But it sort of says every time something goes wrong, the idea didn't pop into my head right then. It was later when I was debating ideas that the sting of that stock, because it was a $40 late fee. And it was all my fault of just not breaking it back.
不，那是准确的。但它有点意味着每当出了问题，这个想法并没有立刻浮现在我的脑海中。直到我在思考其他想法时，那股痛因为这是一个40美元的滞纳金才袭上我的心头。而这完全是因为我没有尽快归还。
So originally you're mailing DVDs back and forth, but the idea of streaming, who came up with the idea that that would be better and was streaming that prevalent then or that comment or people knew what it was?
所以，最初你们是通过邮寄DVD来回借阅，但是流媒体的想法，是谁提出这个想法，并且在那时流媒体流行吗，这个想法是否为人所知？
Yeah, people knew what it was. And I had had the good fortune. The year I came back from the Peace Corps, so that's mid-80s now. I got a job serving coffee at a company and it turned out that that company, a computer lab, was the very first..com. So there were no.coms at all and then there was the first one and that was this company Symbolics.com. And so this was a company out of MIT that was like the hotbed of the internet, but nobody knew the internet. And so there I was serving coffee soaking up the culture and how they thought. And so when I eventually went on to Stanford, I was in the internet thing. And then had been part of that and tracking that for a decade, it was a decade when Netscape went public and everyone else tuned into it. So I mean, some of that again is just incredible serendipity of what's the company that I got a job serving coffee in the computer lab.
对的，人们知道那是什么。而且我很幸运，在我从和平队归来的那一年（现在已是80年代中期），我在一家公司打咖啡，而这家公司是第一个.com公司。所以当时还没有任何.com公司，而这家公司Symbolics.com是第一个。这是一家来自麻省理工学院的公司，是互联网的策源地，但没有人知道互联网。所以我在那里服务咖啡，了解他们的文化和思维方式。后来我去了斯坦福，进入了互联网领域。 在追踪互联网发展了十年之后，Netscape上市了，其他人才开始重视它。所以我说，我能进入这个行业，有很大的偶然性，因为我恰巧在计算机实验室里的一家公司打咖啡。
Originally you would take programming that's a Disney or NBC or ABC or somebody had and you would or movies and you would put it up and people would pay for it and you would pay the people who produced it. I assume some royalty. When did the light bulb go off and you said no, we need to have original programming?
你最初会获取迪士尼、NBC、ABC或其他人制作的编程或电影，然后你会上载它并让人们付费，你会向制作人付费，我想会涉及一些版税。那么是什么时候你突然明白了，我们需要原创编程呢？
Well Ted was intimately familiar with the history of cable television and right from the beginning he educated us on HBO's path, which their first 20 years in the 80s and 90s, they just had recycled programming. And then with shows like sopranos and the wire, they moved into original programming and what a difference it made for them. So we were very aware of that history and then it was just a matter of biting time to be got big enough.
很明显，Ted是对有线电视的历史非常熟悉，从一开始他就向我们普及了HBO的路线，他们在80年代和90年代的前20年，只是做了节目资料的再利用。但是，随着《黑道家族》和《纸牌屋》这样的节目，他们开始推出原创剧集，这给HBO带来了巨大的变化。因此，我们非常了解这段历史，只是需要等待我们的规模足够大。
So today the original programming that you have is that more popular than the non-original that you're infect renting from somebody else?
所以今天你拥有的原创节目比从其他人那租赁的非原创节目更受欢迎吗？
Yeah, that's right. The original programming driving the old guard our newest movie, Kissing Booth 2, an amazing movie, our series like India Matchmaking or umbrella academy are all driving both the viewing and the membership growth. So we're fundamentally an original content business that supplements with licensed content around the world.
是的，没错。我们最新电影《接吻亭2》的原始编程，以及我们的系列节目如《印度婚恋》或《雨伞学院》等，都推动着观看和会员增长。因此，我们是一个基于原创内容为基础，通过全球授权内容进行补充的业务。
Why is it that on Netflix your content is very popular but you don't do things like news or sports. How come you haven't done those yet?
为什么在Netflix上你们的内容非常受欢迎，但你们不做新闻或体育等方面的内容呢？为什么你们还没有尝试过做那些内容呢？
Well, those are great areas but they're well covered by other companies and we have so much more we want to do on series and films and we're breaking into animated films in series now. We've done really well with unscripted reality programming like India Matchmaking that I mentioned, love is blind, tiger king. So our hands are just full and again there's other companies doing other things. We just want to focus on entertainment.
这些领域确实很不错，但是其他公司已经把它们做得很好了。而我们还有很多想在剧集和电影上下功夫，现在还想进入动画电影和剧集的领域。我们在没有剧本的真人秀方面表现很出色，比如我提到的印度媒人、爱情无限、老虎王国等。所以我们手头已经很忙了，而且其他公司也有自己的发展方向。我们只想专注于娱乐产业。
And when House of Cards was on Netflix, did you suggest themes for it or plot lines or did you ever get involved in that or you stay away from what they're actually going to do on the show?
当《纸牌屋》播放在Netflix上时，你是否曾经为该剧建议过主题或情节线，或者是否曾经参与其中，或者你远离它们在节目中实际要做的事情？
Our book really talks about don't please the boss, do what's right for Netflix and because of that Ted Sarandos when he was negotiating with House of Cards with Kevin Spacey and David Fincher. He was willing to do very bold things because he was convinced it was right and so he paid a fortune and guaranteed two seasons which at that point no one had done and he only told me about it later. And so his willingness to make big independent decisions, it's what led to us getting House of Cards. And of course he could have been wrong and it could have been the disaster but it was a great series put us on the map. And that's again somewhat testament to Ted's personal skill but also to the culture that allowed him to make those decisions.
我们的书真正谈论的是不要讨好老板，而是要为 Netflix 做正确的事情，正是因为这一点，Ted Sarandos在与 Kevin Spacey 和 David Fincher 谈判《纸牌屋》时愿意做出非常大胆的决策，因为他坚信这是正确的，所以他付出了巨资，并保证了两季，而此时还没有其他人这样做，后来他才告诉了我。因此，他作出大胆的独立决策的意愿，正是导致我们得到《纸牌屋》的原因。当然，他可能错了，这可能会成为灾难，但它是一部伟大的系列剧，让我们获得了名声。这在一定程度上证明了Ted的个人技能，也证明了允许他做出这些决定的文化。
And so when you started winning Academy Awards and Emmy Awards and other things like that was that a surprise to you that you were getting that kind of recognition?
当你开始赢得奥斯卡奖、艾美奖和其他类似的荣誉时，你感到惊讶吗？你意识到自己得到了这样的认可吗？
No, we've always wanted to work with great talent and right from the beginning we knew that like with House of Cards that the talent that was involved in that Robin Wright and Kevin Spacey were potential to win Emmy nominations for that. So if you back great talent they will win awards and it's very life changing for them. For consumers it doesn't matter as much they're not as visible but in the talent ecosystem it's very significant.
不，我们一直想和伟大的人才合作，从一开始我们就知道像《纸牌屋》中涉及到的罗宾·怀特和凯文·斯派西这样的人才有可能赢得艾美奖提名。所以如果你支持伟大的人才，他们会赢得奖项，这对他们来说是生命中的重大变化。对消费者来说，这并不那么重要，因为他们不那么显眼，但对人才生态系统来说非常重要。
Recently you made an announcement that stunned a number of people which was that you were bringing in your chief content officer Ted Sarendos who has been with you for 20 plus years almost from the beginning and making him the co-CEO. Usually people who are CEOs and founders don't all of a sudden give up a lot of power. So why did you decide to do that and were you surprised that the reaction was a bit of a surprise?
最近，你宣布了一个令许多人震惊的消息：你把与你同在公司近20年、从一开始就在公司工作的首席内容官Ted Sarendos提拔为联席CEO。通常情况下，担任CEO和创始人的人不会突然放弃很多权力。那么你为什么决定这样做？你对反应有点惊讶吗？
You know, Ted and I have worked together for 20 years and we've been virtual co-CEO for the last several years. So we've been paid the same. We don't do really do anything material without checking in with each other. So this was just acknowledging and formalizing what has been. And so externally it's a change and that helps on Ted's stature and ability to do big deals.. But internally it's really no change at all from how we've been operating.
你知道，Ted 和我已经一起工作了20年，近几年我们一直是虚拟的合作CEO。所以我们的薪水是一样的。我们在没有相互确认的情况下几乎不做任何实质性的事情。所以这只是承认和正式化了已经存在的情况。对外来说这是一个变化，有助于提高Ted的地位和做大交易的能力。但是对内来说，从我们一直以来的运作方式来看，实际上并没有什么变化。
At the time of the announcement you said you were good for another decade. So in October, if I got it right, you'll turn the big 6.0 and that'll mean by 70 you might be ready to slow down. Is that a fair assessment? Will you tell me what's your experience in that of 60 to 70?
在公告之时，你说你还可以再撑十年。那么，如果我没记错的话，到了十月份，你就要迎来六十岁大寿了，这意味着到了七十岁，你可能已经准备放慢节奏了。这个评估合理吗？能告诉我你在六十到七十岁之间的经验吗？
Right. I would say workaholics don't really pay much attention to age and so as long as your health is good, I don't think you'll change that much. But when you get 70 you might look around and say maybe I'll do something else but you got along 10 years ahead of you, I'd suspect. I'm sure you'll be in great health to do it.
我觉得工作狂并不太关注年龄，只要你的健康状况良好，你不会有太大的变化。但当你到了70岁的时候，你可能会四处张望，说不定我会干些别的事情，但你还有10年的时间，我猜你一定身体状况非常好，能够做到。
Well, I'm super excited about it. There's so much that we can do in terms of bringing the world together, sharing stories from around the world. And there's just as the internet grows to every human being, I think there's just an amazing opportunity ahead.
嗯，我非常兴奋。在将世界联系在一起、分享来自世界各地的故事方面，我们有很多事情可以做。随着互联网覆盖到每个人，我认为前方有一个令人惊叹的机会。
You and your wife recently made a contribution to United Negro College Fund and to Morehouse College and to Spelman College. Why did you decide to do that? Is that not your largest philanthropic contribution, anyone gift?
你和你的妻子最近向联合黑人学院基金、莫尔豪斯学院和斯佩尔曼学院做出了贡献。你们为什么决定这样做？这不是你们最大的慈善贡献吗？
No, it's not the largest but it's the loudest or sort of the most public. We tend to mostly be very quiet about these things but we wanted to show solidarity for black education and black education is so critical to economic mobility, political mobility and the sense of belonging. The challenge for us as a culture is really the legacy of slavery and it continues to be a tremendous scar across the soul of America. And it's awful and it's so bad that it's hard to look at and talk about and it's so hard to look away. We really haven't come to terms with the legacy of slavery in our country. Of this modest donation again relative to the needs is really about black economic gains and education.
不，它不是最大的，但它是最响亮的，或者说是最公众的。我们通常对这些事情非常安静，但我们想表达支持黑人教育的团结，黑人教育对于经济流动性、政治流动性和归属感来说非常重要。作为一个文化的挑战，我们真正的问题在于奴隶制度的遗产，它继续成为美国灵魂上的巨大伤疤。它很可怕，它非常糟糕，以至于很难看和谈论，也很难移开目光。我们真的还没有应对好奴隶制度在我们国家的遗产。这个相对于需要而言很不起眼的捐款，实际上是关于黑人经济收益和教育的。
So the story that I read was that you were originally considering a gift of maybe one tenth that size and then the last minute you increased it when you called the head of the United Negro College Fund was he surprised or what made you change your mind?
我读到的故事是，你最初考虑送出的礼物可能只有十分之一那么大，但在最后一刻当你打电话给美国黑人大学基金会领导时，你增加了礼物的大小。他是否感到惊讶？是什么让你改变了主意？
Well I've known the head of UNCF for a decade and he's taught me a lot about race in America and we've been a donor for a number of years but it was really the current time that got us to make such a substantial and frankly public donation to again bring attention to the role of the HBCU's the historic with black colleges and universities like Morehouse and Spellman and to support their work because they do develop you know thousands and thousands of black leaders throughout this country and they're a really positive part of our education system and because white capital tends to flow to white organizations you know there's relative capital isolation in the same way that we have social isolation and so you know we wanted to be part of building those bridges.
我认识UNCF的领导者已经十年了，他教我了很多关于美国种族的事情。我们已经是捐赠者好几年了，但是真正促使我们进行如此大量且公开的捐赠的是当前时期，以再次关注HBCU的角色，这些历史悠久的黑人学院和大学，如Morehouse和Spellman，并支持他们的工作，因为他们确实在这个国家培养了成千上万的黑人领袖，是我们教育系统中非常积极的一部分，而且由于白人资本往往流向白人组织，所以会存在一定程度的资本隔离，就像我们存在社交孤立一样，所以我们想成为建立这些桥梁的一部分。
Now the industry that I've been in the financial service industry is not replete with as much success as it would like in terms of minority hiring and the technology industry is probably somewhat that way as well as there's something that you can do at Netflix to enhance your minority hiring among the executives and your other employees.
我从事金融服务行业，可以看到这个行业对于少数族裔的雇佣成功并不是很充足，科技行业也有类似的情况。在Netflix里，你可以采取措施，提升公司高管和其他员工中少数族裔的雇佣。
So we published the data and we've made every quarter and we made great progress and we've doubled our number of African-American employees over the last three years and you know that's throughout the business but in particular in the media side our tech side is still underrepresented you know as is in the field. So we had a long way to go but we're you know trying to make those efforts not only again for African-Americans but for many underrepresented groups both in America and frankly around the world.
所以我们公布了数据，我们每个季度都取得了很大进展，过去三年我们的非洲裔员工数量翻了一倍，在整个业务范围内都有所提高，但特别是在媒体领域和技术领域仍然存在人数不足的情况。所以我们还有很长的路要走，但我们正在努力不仅为非洲裔美国人，还为许多在美国和全球范围内人数不足的群体做出努力。
So people who are watching this will say okay I want to be like Reed Hastings I want to build a great company I want to be successful have a great family philanthropically active. What would you say is the key to leadership that enabled you to be what you are today?
那么，观看这个视频的人会说“好的，我想成为像里德·黑斯廷斯这样的人，我想建立一家伟大的公司，我想取得成功，拥有一个伟大的家庭，并积极从事慈善事业。”你认为能使你成为今天的你的领导力关键是什么呢？
It's about achievement of the company as opposed to personal achievement.
这与个人成就不同，关乎公司的成就。
So I assume you hear from your high school classmates your college classmates your Stanford classmates telling you they always knew you're going to be successful and they weren't surprised and by the way they have a script for you or something like that. Do you hear from a lot of people like that?
那么我猜你从你的高中同学、大学同学和斯坦福同学那里听到了，他们一直认为你会成功，并且他们并不惊讶，顺便说一句，他们也为你写好了一个剧本之类的东西。你听到了很多这样的话吗？
Yeah, I stay in touch with a lot of friends that way. And you know, I was definitely a late bloomer. I don't think I was one of those people that was marked at an early age, and you know, were you read about how at age 16 they were like unbelievable. You know, I was very average run of the mill kid, and you know I've been super fortunate with a series of events in terms of my first company doing well, having that idea which then laddered into being able to do Netflix.
是啊，我通过这种方式和很多朋友保持联系。你知道，我绝对是一个晚开花者。我不认为我是那种在早年就被标记的人，你知道，你读到了关于那些在16岁时就已经非常惊人的人的报道。我是一个非常普通的孩子，然后在我的第一家公司做得很好，有那个想法，然后就可以做Netflix，我非常幸运。
So, I feel incredibly fortunate which is part of why my wife Patty and I were so dedicated on philanthropy. It sort of seems to us miraculous that we have this money and of course, we live a very comfortable life but it's really the excitement of using that money to then help others.
所以，我感到非常幸运，这也是我和妻子帕蒂致力于慈善事业的原因之一。我们似乎觉得拥有这笔钱真是不可思议，当然，我们过着非常舒适的生活，但真正令我们兴奋的是用这笔钱来帮助他人。
So let's suppose ten years from now when you say you might hang up your spurs at Netflix, you might - you're not committed to it. What might you do? Would you run for office? You want to be president of the United States? You want to be a senator, governor, philanthropy, teaching? What do you think you might want to do when you turn the right old age of seventy?
假设十年后，当你说你可能会在Netflix退休时，你可能会这样：你并没有做出承诺。那你会做什么呢？你会竞选公职吗？你想成为美国总统吗？你想成为参议员、州长、慈善家、教育工作者吗？当你七十岁时，你有什么想法呢？
I want to have my own interview show.
我想拥有自己的访谈节目。
Well, I'm sure you could get that anytime you want one. I know a good company you could probably get on Netflix.
嗯，我相信你随时都可以得到它。我知道一家好公司，你可能能在 Netflix 上得到。
That was Reed Hastings, co-CEO of Netflix, on the David Rubenstein show, period of peer conversations.
那位演讲的是Netflix的联合首席执行官里德·黑斯廷斯，在David Rubenstein的节目中进行了同行对话。
And that is it for Bloomberg Best.
这就是《彭博最佳》的全部内容了。
I'm Matt Baxter, and I'm Tulika Rattan; Greenie, and this is Bloomberg.
我是马特·巴克斯特，我是图利卡·拉坦；绿卫士，欢迎收听彭博电台。