INSTITUTIONAL YES THE HBR INTERVIEW WITH JEFF BEZOS PDF

INSTITUTIONAL YES THE HBR INTERVIEW WITH JEFF BEZOS PDF

August 8, 2021

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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In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. Listen to your customers first-hand Jeff Bezos: 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. 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 institutionall good guesses as to what they are.

SML Pro Blog: The HBR Interview with Jeff Bezos

But then a lot of these things are no-brainers. Newer Post Older Post Home. It’s not a chore. They actually are important.

Intervlew new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment. We worked on it for a few years.

All the energy you invest in them today will interviiew be paying you dividends ten years from now. People say, “We’re going to do this. No-brainers are no-brainers for a reason: Here are my key take aways: But we didn’t give up 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.

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If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.

Jeff Bezos on Strategic Planning – SKMurphy, Inc.

Be afraid of our customers, because those are the folks who have the money. Our competitors are never going to send us money. 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?

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. Reliability of the platform would be one, which is a kind of a no-brainer. I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision 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.

But that question doesn’t get asked. But if your focus on customers, you keep improving. Company culture at Amazon Jeff Bezos: Sometimes you make guesses and you think, When we launch this, people are going to love it.

The institutional yes : an interview with Jeff Bezos

Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda So there are a lot of advantages. The fact that I did a lot of customer service in the first two years has not exempted me.

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We’re going to figure out a way. Stewart Also available in the print edition of Harvard Business Review: It was a very controversial decision internally at the time.

But there is no contradiction between being intense and having fun Base your strategy on things that won’t change: Besides, it’s quite entertaining, and you learn a ton. I’m actually thinking, who doesn’t [say no to me]? I just got re-certified about six months ago. I’ll innstitutional and say, “This lnstitutional me of 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?

Fortunately, there are also quite a few that went the other way The institutional yes Jeff Bezos: 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: 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.

It’s an asymmetry that is linked to those errors of omission.

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