Reed Hastings: How Netflix changed entertainment -- and where it's headed
리드 헤이스팅스(Reed Hastings): 넷플릭스가 가져온 엔터테인먼트의 변화, 그리고 미래 전망
As co-founder and CEO of Netflix, Reed Hastings is revolutionizing the world of entertainment. Full bioChris Anderson - TED Curator
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth spreading. Full bio
Double-click the English transcript below to play the video.
so fascinated and amazed
넷플릭스의 다양한 모습들에
감히 말씀드리지만요.
I think about six years ago.
제가 여섯 살 쯤 일어났어요.
was doing really well,
영상과 TV 콘텐츠를
that you were right
away from just sending people DVDs,
획기적인 변화가 필요하고
and healthy growth rates,
바람직한 성장세를 유지했습니다.
really, a bet-the-company decision.
결정을 내리셨습니다.
and what motivated it?
무엇때문에 그런 결정을 하셨나요?
cable networks from all time
케이블 네트워크는
방송하는 것에서
their own originals.
바뀌고 있었습니다.
for quite a while.
그런 상황을 알고 있었죠.
original content back in 2005,
자체 제작 컨텐츠를 시도했었어요.
and buying films at Sundance --
Sundance로부터 영화를 사야했죠.
we published on DVD --
"Sherrybaby"를 DVD로 제작했어요.
because we were subscale.
잘 되진 않았어요.
who runs content,
Ted Sarandos라는 파트너가
굉장히 열정적이었어요.
it was 100 million dollars,
경쟁 구도에 있었습니다.
that he picked right upfront.
탁월한 선택이었죠.
of the revenue of the company
회사 수익의 상당 부분이었는데요.
that that was actually worth doing?
어떻게 확신하셨어요?
devastating for the company.
I mean, that's the whole tension of it.
사실 갈등도 많았습니다.
I can't say that.
더 말하진 않을게요
producing new content.
콘텐츠를 만드는 것뿐만 아니었죠.
if I understand right,
these episodes and build excitement" --
초조하게 만들거야" 이런 게 아니고
hadn't really been tested.
미리 검증하지 않고도 말이죠.
we had grown up shipping DVDs.
DVD 공급으로 성장했습니다.
box sets, on DVD.
DVD 박스 세트도 있었죠.
watching some of the great HBO content
본 적이 있는 분은 아시겠지만
next episode, next episode.
그 다음 화, 그 다음 화가 있죠.
to make us think,
especially serialized,
특히 시리즈물은
all the episodes at once.
엄청 강력하구나라고 생각했죠.
that linear TV can't do.
할 수 없는 일이잖아요.
made it really positive.
상황을 긍정적으로 만들었죠.
pretty much straight away,
착착 맞아 떨어졌나요?
"House of Cards," say,
한 시간 시청하는 것이
someone else's licensed content?
한 시간 보는 것과 비교해서 말이죠.
we don't have to track it at that level.
그렇게 세세하게 분석할 필요가 없어요.
making the brand stronger,
만들면 되는 거죠.
틀림없이 그 일을 해냈죠.
would talk about it
그 드라마에 대해 이야기를 하고
연관 짓게 됐잖아요.
great show, AMC show --
우리가 방영했지만
all these other remarkable series,
시리즈물을 추가로 만들었군요.
"Orange is the New Black," "The Crown,"
오렌지 이즈 더 뉴 블랙, 더 크라운
to make in new content
around the world.
on other networks.
드라마들이 너무나 많아서
content commissioner at this point?
배급사보다 많은 금액 아닌가요?
they're even bigger.
더욱 커지게 되겠죠.
and others in the media business,
다른 미디어 회사들을 보면
시장을 혁신적으로 바꾼 것만 같아요.
really revolutionized the business.
만들 거야" 라고 말하더니
was as big as Disney.
커진 거나 마찬가지죠.
have happened, and yet it did.
실제로 일어났잖아요.
it moves fast, you know?
빠르게 움직이잖아요, 그렇죠?
정말 빠르게 움직여요.
unusual about Netflix's culture
특별한 무언가가 있기 때문에
bold -- I won't say "reckless" --
대담하게 심사숙고해서 결정했겠죠.
우리에겐 한 가지 강점이 있었는데
which is we were born on DVD,
was going to be temporary.
알았다는 거예요.
갈 거라고 생각하지 않았죠.
mailing discs for 100 years.
about what's coming next,
많은 걱정을 하게 돼요.
about what's coming next.
걱정하는 것 말이죠.
자유와 책임을 중요시합니다.
and responsibility.
내리는 것에 자부심을 느낍니다.
as possible in a quarter.
and better at that.
I can go a whole quarter
한 분기를 넘긴 적도 있었습니다.
surprising things about your people.
굉장히 놀라운 점이 몇 가지 있어요.
compared to your peers',
임금이 가장 높더군요.
for equivalent jobs.
없는 것 같고요.
the Netflix culture deck,
admonitions to your employees.
we were very process obsessed.
성장에 대해 집착을 많이 했어요.
업무 절차를 새로 만들었습니다.
didn't happen again --
to dummy-proof the system.
알 수 있게 만들려 했다는 거였어요.
only dummies wanted to work there.
in that case, it was C++ to Java.
그 당시엔 C++에서 자바로 옮겨갔어요.
by our largest competitor.
on how to run with no process
제가 가장 중요시했던 건
혼돈이 없도록 하자는 것이었어요.
all these mechanisms,
메커니즘을 개발했습니다.
at how much information --
핵심 계획 등이 있는지 다들 놀라죠.
you know how they compartmentalize?
그들이 어떻게 부서를 나누는지 알죠?
everybody gets all the information.
모든 사람이 모든 정보를 가지는 거죠.
a sense of responsibility in people
업무 처리 능력을 심어주려 해요.
that are made all the time,
결정들에 대해서 알게 되는데
which is great.
엄청난 일이죠.
and read them on the internet.
인터넷에서 소식을 접하는군요.
중국에 상륙했구나!"
their own vacation time, and ...
자신의 휴가 시기를 정하게 하죠.
symbolic one, vacation,
do that, anyway.
어떻게든 휴가를 가니까요.
of that freedom.
as a fundamental value.
자질로 요구하는군요.
to speak the truth.
솔직하게 말하기를 원해요.
silently is disloyal."
불충실한 것이라고 말하죠.
go through without saying your piece,
말하지 않는 건 옳지 않아요.
on trying to get to good decisions
내리는 것을 중요시하고
통해서 이루어집니다.
like yelling at each other --
않도록 노력도 하죠.
drawing people out.
끌어내기 위한 거니까요.
secret weapon at Netflix, it seems,
비밀 병기가 있는 것 같아요.
a certain amount about this week.
많이 들으셨을 텐데요.
really surprising stances
입장을 보이곤 했습니다.
algorithms at Netflix.
도입하는 것에 대해서 말이죠.
your algorithm to the world
세계에 공개하고 이렇게 말했죠.
than this recommendation we've got?
더 좋은 걸 추천할 사람 없나요?
better than yours.
같은 결정을 또 내릴 건가요?
Would you do that again?
at the time; this was about 2007.
그 때 굉장히 흥미진진했어요.
아주 전문화된 도구에요.
a lucky break of good timing,
쉬어가는 쉼터 정도로 생각하세요.
on the algorithms,
많은 투자를 했습니다.
to the right people
사람들에게 제공하고
and easy to explore.
있도록 만들고자 했습니다.
like a really interesting shift,
매우 흥미로운 변화가 있었군요.
"Here are 10 movies. What do you think?
가장 좋아하시나요?"
are your best movies?"
with recommendations for what was coming.
다른 추천 영화를 제시하는 거죠.
그것에 대해 이야기해주세요.
별 5개를 주고
"Schindler's List" five stars,
"The Do-Over" three stars.
별 3개를 줍니다.
at what they watched,
무얼 봤는지 살펴보면
and we're metacognitive about quality,
우선시하고 평가를 합니다.
to please people
that they make,
by how much they enjoy simple pleasures.
선호도를 보는 것이 훨씬 효과가 있죠.
for a couple of minutes about this,
좀 더 이야기하고 싶습니다.
not just for Netflix,
인터넷 전반에 중대한 이슈거든요.
attention to what people said,
의견에는 별로 신경 쓰지 않았죠.
and then found the stuff that,
좋아할 만한 것을 찾아주었습니다.
a show about making horrible recipes,
프로그램을 좋아하게 될 줄이야!"
have even thought of that.
전 생각지도 못했을 거에요
많은 위험이 따르지 않나요.
approach is taken too far?
지나치게 이용되면 말이죠.
from making people happy,
많은 희열을 느낍니다.
and watch a show like "Nailed It!"
쇼를 보고 싶을 때도 있죠.
to watch very intensive film.
강렬한 쇼를 보고 싶어해요.
20 million hours of viewing on "Mudbound,"
누적 관람 2000만 시간을 기록했습니다.
than it would have been in the theaters
월등히 높은 수치에요.
but we have lots of broccoli.
브로콜리도 많아요.
you get to a healthy diet.
건강한 식단을 갖게 되죠.
tend to point you away from the broccoli
사탕에 더 가까워지게 되지 않나요?
대해 이야기했었잖아요.
on YouTube, somehow algorithms
more radical or specific content.
특정 콘텐츠로 몰아가는 경향이 있어요.
that Netflix algorithms,
would gradually --
너무 원초적이게 될 수 있죠.
violent pornography or something.
포르노 같은 걸 보게 되겠죠.
I don't even think about these things.
그런 건 꿈도 꾸지 않아요!
that you can't just rely on algorithms.
알고리즘에만 의지할 순 없어요.
like Facebook and YouTube,
플랫폼과는 다릅니다.
films and series that we acquire?
시리즈물들은 무엇인가하는 것이죠.
the algorithm is a tool.
알고리즘이 도구가 돼요.
about measuring what matters.
중요성의 판단 기준에 대해 얘기했는데요.
제가 예상해봤을 때
늘리는 것이잖아요.
독특한 강점이에요.
the more time they spend watching Netflix,
시간이 늘어나야만 같이 늘어나나요?
더 많이 들여오는 것에 있나요?
전 시리즈를 보는 것만큼
of "Nailed It!" or whatever?
they just think,
작품 말이에요.
that was extraordinary,
엄청 특별했어."
that with my family."
너무 기뻐" 라고 말이죠.
of the business model
but more awesome content,
더 굉장한 콘텐츠
선택하는 모델이 있지 않나요?
that uplifting content.
희망적인 콘텐츠를 선택하겠죠.
when people talk about Netflix,
다들 넷플릭스를 이야기할 때는
"더 크라운" 같은 거요.
긍정적인 영향이 나타나요.
and positive impact,
that you talked about
작품에서 나타나죠.
제공하고 싶은 거예요.
every night, as much as you like it;
매일 밤 같은 걸 보고 싶진 않잖아요.
격정적인 포르노그래피만 보는
violent pornography kind of examples.
across a whole range --
높은 시청률을 얻었습니다.
we're filming season five now.
시즌 5를 촬영하고 있죠.
when it was only in the BBC.
고전하던 드라마였어요.
humans can get addicted
선량한 면뿐만 아니라
된다는 말씀인가요?
not to think about it in addiction terms,
중독이라는 개념으로 생각하지 않아요.
with your time and when you want to relax?
그 시간에 무얼 하실 건가요?
video games, you can do YouTube,
유튜브를 볼 수도 있고
and we have a variety of moods,
더 다양한 분위기를 가지게 되면
in the organization
at the actual impacts
실제로 어떤 영향을 주는지
that you've created.
is the direction we want to go?"
우리가 추구하는 방향인가?" 라고요.
"Look, there's no perfect tool."
"이 봐요, 완벽한 도구란 없어요"
the way we commission the content,
관리하는 일부분이에요.
that we have to look at it.
관점은 여러가지가 있습니다.
"Let's just increase viewing"
혹은 "회원 수를 늘리자"
and be the great company you want to be.
바람직한 회사가 되지 않을 거예요.
multiple measures of success.
다양한 관점으로 이해해주세요.
that have raised questions:
질문이 나왔으니 말인데
you've done some mentoring for him.
어떤 멘토링을 해 줬을 것 같은데요.
that people don't know?
알아야 될 부분이 있을까요?
or have seen him.
그를 알거나 본 적이 있을 거예요.
whether that's YouTube or Facebook,
이런 소셜 플랫폼은
이를 알게 되죠.
about printed DNA,
얘기도 있었지만
or could be horrific.
공포스러울 수도 있어요.
in the 1960s in the US,
처음 미국에서 유행했을 때
the minds of everybody.
썩게 할 거라고 했죠.
or, I think of it as --
아니, 저는 이렇게 생각해요.
we're just figuring that out.
아직 알아가는 단계죠.
is it for the board of Facebook
논란들에 해명하는 게
비판받고 있다고 믿고 있나요?
unfairly criticized?
불공평한 건 아니죠.
on fixing Facebook.
고치는 데 앞장서고 있어요.
at another passion of yours.
열정에 대해 알고 싶어요.
with Netflix, you're a billionaire,
잘 운영해 왔고, 억만장자가 됐죠.
and indeed, money, on education.
엄청난 투자를 하셨잖아요.
어떤 활동을 하고 있는지 얘기해주세요.
and what are you doing about it?
고등학교 수학 선생님이 되었어요.
I was a high school math teacher.
and became a philanthropist,
자선가가 되었을 때
일으키려고 했던 것 같아요.
with other great educators
교육자들과 함께 일하고 싶어하고
unique environments for kids.
환경을 만들고 싶어해요.
variety in the system
지금보다 많은 다양성과
educator-centric organizations.
단체가 필요합니다.
right now in the US,
by a local school board.
교육위원회에서 운영되죠.
in the community,
다 충족시켜야 하지만
is a lot more variety.
더 많은 다양성이에요.
of public school
that are run by nonprofits.
차터 공립 학교가 있죠.
여기는 점이 있습니다.
run by nonprofits,
운영하는 학교가 있다면
they support the educators well.
교육자들을 잘 서포트해요.
KIPP 차터 스쿨 위원회의
getting very stimulating education.
아주 활발한 교육을 받고 있죠.
a school should look like.
가져야 할지 설명해주세요.
이렇게 생각 해보세요.
kids, there's all different needs
그 요구가 만족되어야 합니다.
선택할 수 있기를 바랄 거예요.
and what you think they need.
창의적이면서 흥미로와야 합니다.
and curious and stimulating
of 30 kids in fifth grade,
at the same time,
an industrial throwback.
명백한 산업적인 후퇴에요.
the current government structure,
이걸 바꾼다는 것은
schools are doing is pushing the bounds,
학교들이 하는 것은 그 한계를 넘어서고
the governance reform,
that charter schools,
from the public school system.
빼앗아 간다는 지적을 받고 있는데요.
걱정해야 하지 않을까요?
of public schools.
공립 학교가 있다는 거예요.
get in trouble,
아이들에게 문제가 생기면
to a private school
사립 학교로 보내거나
don't have those choices.
그런 선택을 할 수 없습니다.
low-income kids, free and reduced lunch.
무료 또는 부분 부담으로 점심을 먹죠.
for KIPP is fantastic.
대학 진학율은 높습니다.
the Giving Pledge a few years ago,
기부선언에 서약하셨죠.
more than half of your fortune
기부하기로 약속하셨는데요.
얼마나 투자했는지
you've invested in education
I don't know exactly how many hundreds,
정확히 몇 억인지는 모르겠네요.
I tried to do politics full-time,
정치에 전념한 적이 있어요.
I just didn't thrive on politics.
전 정치가 어울리 않았습니다.
경쟁하는 것을 좋아해요.
increase Netflix's value,
올리기 위해 일하고 있고
more checks to schools.
기부할 수 있습니다.
you've changed all of our lives
대단한 분이에요.
많은 어린이들의 삶을 바꿨어요.
ABOUT THE SPEAKERS
Reed Hastings - Entrepreneur, philanthropistAs co-founder and CEO of Netflix, Reed Hastings is revolutionizing the world of entertainment.
Why you should listen
Reed Hastings co-founded Netflix in 1997. Today the company develops, licenses and delivers entertainment across a wide variety of genres and languages to hundreds of millions of people in 190 countries. In 1991, he founded Pure Software, which made tools for software developers. After a 1995 IPO and several acquisitions, Pure was acquired by Rational Software in 1997.
Hastings is an active educational philanthropist and served on the California State Board of Education from 2000 to 2004. He is on the board of several educational organizations including DreamBox Learning, KIPP and Pahara. He's also a board member of Facebook and was on the board of Microsoft from 2007 to 2012. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, he served in the Peace Corps as a high school math teacher in Swaziland.
Reed Hastings | Speaker | TED.com
Chris Anderson - TED Curator
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth spreading.
Why you should listen
Chris Anderson is the Curator of TED, a nonprofit devoted to sharing valuable ideas, primarily through the medium of 'TED Talks' -- short talks that are offered free online to a global audience.
Chris was born in a remote village in Pakistan in 1957. He spent his early years in India, Pakistan and Afghanistan, where his parents worked as medical missionaries, and he attended an American school in the Himalayas for his early education. After boarding school in Bath, England, he went on to Oxford University, graduating in 1978 with a degree in philosophy, politics and economics.
Chris then trained as a journalist, working in newspapers and radio, including two years producing a world news service in the Seychelles Islands.
Back in the UK in 1984, Chris was captivated by the personal computer revolution and became an editor at one of the UK's early computer magazines. A year later he founded Future Publishing with a $25,000 bank loan. The new company initially focused on specialist computer publications but eventually expanded into other areas such as cycling, music, video games, technology and design, doubling in size every year for seven years. In 1994, Chris moved to the United States where he built Imagine Media, publisher of Business 2.0 magazine and creator of the popular video game users website IGN. Chris eventually merged Imagine and Future, taking the combined entity public in London in 1999, under the Future name. At its peak, it published 150 magazines and websites and employed 2,000 people.
This success allowed Chris to create a private nonprofit organization, the Sapling Foundation, with the hope of finding new ways to tackle tough global issues through media, technology, entrepreneurship and, most of all, ideas. In 2001, the foundation acquired the TED Conference, then an annual meeting of luminaries in the fields of Technology, Entertainment and Design held in Monterey, California, and Chris left Future to work full time on TED.
He expanded the conference's remit to cover all topics, including science, business and key global issues, while adding a Fellows program, which now has some 300 alumni, and the TED Prize, which grants its recipients "one wish to change the world." The TED stage has become a place for thinkers and doers from all fields to share their ideas and their work, capturing imaginations, sparking conversation and encouraging discovery along the way.
In 2006, TED experimented with posting some of its talks on the Internet. Their viral success encouraged Chris to begin positioning the organization as a global media initiative devoted to 'ideas worth spreading,' part of a new era of information dissemination using the power of online video. In June 2015, the organization posted its 2,000th talk online. The talks are free to view, and they have been translated into more than 100 languages with the help of volunteers from around the world. Viewership has grown to approximately one billion views per year.
Continuing a strategy of 'radical openness,' in 2009 Chris introduced the TEDx initiative, allowing free licenses to local organizers who wished to organize their own TED-like events. More than 8,000 such events have been held, generating an archive of 60,000 TEDx talks. And three years later, the TED-Ed program was launched, offering free educational videos and tools to students and teachers.
Chris Anderson | Speaker | TED.com