Technological revolutions are very hard to predict. My favourite example is someone in 1850 taking care of horses as a farrier. They would have said, "Look, horses have been part of human existence for 5,000 years. We are horse people. It's permanent." But all of a sudden, the internal combustion engine comes along and, with it, oil fields and automobiles, which basically replace the horse completely. So we often have these long periods of stability and then a sudden inflection point.

I got the idea for Netflix after my company was acquired. I had a big late fee for Apollo 13. It was six weeks late and I owed the video store $40. I had misplaced the cassette. It was all my fault.

I'm an HBO subscriber, and I watch a bunch of great shows on HBO.

If you look at cable networks, they almost always start licensing content wherever they can, so they can build a subscriber base. But then they start doing their own content; it's a pretty well-trodden path.

I founded Netflix. I've built it steadily over 12 years now, first with DVD becoming profitable in 2002, a head-to-head ferocious battle with Blockbuster and evolving the company toward streaming.

At Netflix, we think you have to build a sense of responsibility where people care about the enterprise. Hard work, like long hours at the office, doesn't matter as much to us. We care about great work.

Human entertainment will have moved on to something new. Then the ultimate challenge for us is, can we figure out what that new form of entertainment is?