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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SML Pro Blog: The HBR Interview with Jeff Bezos
Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment. 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.
Whenever we’re facing one of those too-hard problems, where we get into 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?
I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision If you really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that.
Base your strategy on things that won’t change: No-brainers are no-brainers for a reason: Fortunately, there are also quite a few that went the other way My observation on [the early results of experiments] would be that institutiojal important to be stubborn on the vision and flexible on the details. Our competitors are never going to send us money.
But there is no contradiction between being intense and having fun 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?
Sometimes you make guesses and you think, When we launch this, people are going to love it. It’s not a chore.
But then a lot of these things are no-brainers. All the energy you invest in them today will still be paying you dividends ten years from now.
If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.
It was a very controversial decision internally at the time. Now, if we’re offering a certain digital camera and you’re 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 that comes up very commonly: Company culture at Amazon Jeff Bezos: 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.
Posted by See-ming Lee at 1: I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense. In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. But that question bezps get asked.
The institutional yes : an interview with Jeff Bezos
Here are my key take aways: We’re going to figure out a way. I’m actually thinking, who doesn’t [say no to me]?
Stewart Also available in the print edition of Harvard Business Review: The fact that I did a lot of customer service in the first two years has not exempted me. We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.
But we didn’t give up on the vision But if your focus on customers, you keep improving. One of the ways to get vast selection is to invite other sellers, third parties, onto our websites to participate alongside us, and make it into a win-win situation