The institutional yes: an interview with Jeff Bezos. Julia Kirby and Thomas A. A . ; Bezos, Jeffrey. Published in: Harvard business review on strategic renewal. The Institutional Yes is a Harvard Business Review interview with Jeff Bezos about the way strategies are developed at Amazon. I have written. Harvard Business Review did an interview with Jeff Bezos, founder and . Harvard Business Review: The Institutional Yes: The HBR.
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I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense. We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.
I just got re-certified about six months ago. But then a lot of these things are no-brainers. Company culture at Amazon Jeff Bezos: The institutional yes Jeff Bezos: My observation on [the early results of experiments] would be that it’s important to be stubborn on the vision and flexible on the details.
Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment. Besides, it’s quite entertaining, and you learn a ton. I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision Posted by See-ming Lee at 1: Our history is full of things like that, where we came up with an innovation that we thought was really cool, and the customers didn’t care.
They actually are important.
But there is no contradiction between being intense and having fun Listen to your customers first-hand Jeff Bezos: Here are my key take aways: I’ll laugh and say, “This reminds me of Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda One of the ways to get vast selection is to invite other sellers, third parties, onto our websites to participate alongside us, qith make it into a win-win situation I’m actually thinking, who doesn’t [say no to me]?
If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best. When something seems like an opportunity — it seems like you have the skills, and maybe some kind of advantage, and you think it’s a big area — you will always get asked the question, “Why?
Jeff Bezos on Strategic Planning – SKMurphy, Inc.
It was a very controversial decision internally at the time. Fortunately, there are also quite a few that went the other way Reliability of the platform would be one, which is a kind of a no-brainer. The fact that I did a lot of customer service in the first two years has not exempted me.
In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. But if your focus on customers, you keep improving. If bzeos really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that.
It’s an asymmetry that is linked to those errors of omission. Be afraid of our customers, because those are the folks who have the money.
But we didn’t give up on the vision All the energy you invest in them today will still be paying you dividends ten years te now. No-brainers are no-brainers for a reason: Sometimes you make guesses and you think, When we launch this, people are going to love it. We worked on it for a few years. Whenever we’re facing one of those too-hard problems, where we get jef an infinite loop and can’t decide what to do, we try to convert it into a straightforward problem by saying, “Well, what’s better for the consumer?
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The institutional yes : an interview with Jeff Bezos
People say, “We’re going to do this. Whereas if you base your strategy first and foremost on more transitory things — who your competitors are, what kind of technologies are hb, and so on — those things are going to change so rapidly that you’re going to have to change your strategy very rapidly, too.
So there are a lot of advantages. We’re going to figure out a way. Base your strategy on things that won’t change: Now, if we’re offering a certain digital camera and hbrr a seller with the same camera to sell, you can go right on our own detail page and underbid us.
When I am talking with people outside the company, there’s a question yfs comes up very commonly: Beozs Also available in the print edition of Harvard Business Review: It’s not a chore. I told everyone [in an all-hands meeting], “Yes, you should wake up every morning terrified with your sheets drenched in sweat, but not because you’re afraid of our competitors.
Our competitors are never going to send us money. But that question doesn’t get asked.