Netflix's approach, per Gibson Biddle, to executing unpopular but necessary changes — price increases and the account-sharing crackdown — was deliberate 'overcommunication': advance-warning emails sent at 6, 3, and 2 months before the change took effect, rather than an internal ethics debate about whether to do it at all. The mechanism for managing backlash was communication design, not internal deliberation.
Netflix's practiced cadence for announcing an unpopular change (a price increase, or the account-sharing 'household' rules — see Constraint Reframing) is roughly: an initial announcement several months out, then reminders at about 6 months, 3 months, and 2 months before the change takes effect. The repetition matters as much as the lead time — Biddle summarizes it as 'communicate bad news really clearly and often.'
Wiz has a named internal principle for this same dynamic applied to marketing messaging: "the bubble." The team's own fatigue with a message — having said it internally a hundred times — is not evidence that customers or prospects are tired of hearing it externally; those audiences are typically encountering the message for the first or second time. The practical instruction is to keep repeating a message well past the point it starts to feel stale to the people saying it. Pairs with The 'Dummy Explanation' (Assume Zero Prior Knowledge), Wiz's parallel principle for how much context to assume the audience has.
Из тем: Netflix, Consumer Science, and Strategy Storytelling