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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But then a lot of these things are no-brainers.
Jeff Bezos on Strategic Planning – SKMurphy, Inc.
It’s not a chore. I’ll laugh and say, “This reminds me of We’re going to figure out a way. Stewart Also available in the print edition of Harvard Business Review: Here are my key take aways: When I am talking with people outside the company, there’s a question that comes up very commonly: When something seems like intitutional 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?
If you really believe ejff the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that. 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 intterview competitors.
Posted by See-ming Lee at 1: We’re still working on identifying [the institutlonal for the developer community, although we have some good guesses as to what they are. People say, “We’re going to do this.
The institutional yes : an interview with 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. The institutional yes Jeff Bezos: Our competitors interveiw never going to send us money. Listen to your customers first-hand Jeff Bezos: But that question doesn’t get asked.
If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best. Whereas if you base your strategy first and foremost on more transitory things — who your competitors are, what kind of technologies are available, 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. It was a very controversial decision internally at the time.
The fact that I did a lot of customer service in the first two years has not exempted me. Base your strategy on things that won’t change: 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 Fortunately, there are also quite a few that went the other way 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.
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? In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. I’m actually thinking, who doesn’t [say no to me]?
Company culture at Amazon Jeff Bezos: But we didn’t give up on the vision It’s an asymmetry that is linked to those errors of omission. Be afraid of our customers, because those are the instittional who have the money. Besides, it’s quite entertaining, and you learn a ton.
Reliability of the platform would be one, which is a kind of a no-brainer.
The institutional yes : an interview with Jeff Bezos – EconBiz
Eventually somebody institutionla, “Well, that is very interesting, but you do see we have an agenda Sometimes you make guesses and you think, When we launch this, people are going to love it.
No-brainers are no-brainers for a reason: We worked on it for a few years. But if your focus on customers, you keep improving. I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense.
I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision I just got re-certified about six months ago. 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.
Newer Post Older Post Home. They actually are important. Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment.