Netscape Time was Netscape's most enduring principle. It was about the speed, at which the employees worked and delivered new products. It concerned the mind-set of employees than the business model of the company. Netscape Time had six core principles:

The first principle was ‘fast enough never is.'Ever since its inception, Netscape maintained a lightening speed in whatever it did. Analysts felt that the company could move quickly because it knew what it wanted. It hired programmers from the best schools and from companies like Oracle, Silicon Graphics etc. The company wanted them to get used to Netscape's code-writing culture.

‘The paranoid predator'was the second principle. Netscape knew that even a predator could become a prey. The company's management believed that their role was to instill urgency at all levels. They always potrayed Netscape as a startup which had to compete with industry giants like Microsoft and Oracle.

The third principle was ‘all work, all the time.'Netscape's employees seemed to be habituated to non-stop work. For example, to launch the company's first product, employees worked round-the-clock for eight months. Even at 1 am, there were employees to give ideas, talk code, or discuss a problem. Jim Sha, General Manager, worked for 11 hours a day at the office, went home for dinner and then came back to office and worked till late night.

‘Just enough management'was the fourth principle. Netscape seemed to consciously undermanage. Neither Clark nor Andreessen played major roles in the management. Andreessen said, “If you over manage software, the result is paralysis.”

Another principle of Netscape Time was doing things ‘four times faster.'Netscape described Netscape Time as “turning out new product releases four times faster than the competition.” In less than nine months, Netscape launched three versions of its browser as well as servers.

The last and most important aspect of Netscape Time was ‘Web squared.'Netscape placed Web at the heart of its operations. Andreessen believed that “worse is better,” and released usable software quickly, without waiting for perfection. He believed in using the Web to access the source of perfection. The company did not use any retail outlets or resellers. Interested users could download an ‘evaluation copy'from the Internet. A fully supported version of the software was later sent to interested users. This helped increase the company's interaction with the customers. Their feedback was utilized to design the next version.