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I don't think you're going to find a one-size-fits-all model, but there's probably some higher marching orders, probably from the board.

Then, the CEO's either have separate portfolios of what they oversee OR they have to be in agreement about how they're going to achieve the vision bestowed upon them.

I don't know.

But it looks like they basically have distinct roles: media company CEO for Sarandos and tech/product company CEO for Hastings/Peters. A little bit Hollywood, a little bit Silicon Valley.

I was a co-CTO for a small technology company. Having separate distinct roles is what made it work for us. Downstream, the roles are treated with equal authority and responsibility. Upstream (to the CEO in our case, to the board in Netflix's case), the roles have distinct areas of accountability and weight.

And similar to Netflix, our company had co-CTOs because we were mixing two different technology strategies for our software portfolio. The only awkward part was when leadership lost any confidence in one of the pair.

It really doesn’t

like having two popes.