INSTITUTIONAL YES THE HBR INTERVIEW WITH JEFF BEZOS PDF

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’ll laugh and say, “This reminds me of Posted by See-ming Lee at 1: Listen to your customers first-hand Jeff Bezos: Be afraid of our customers, because those institutiomal the folks who have the money.

But we didn’t give up on the vision In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. Company culture at Amazon Jeff Bezos: The institutional yes Jeff Bezos: I just got re-certified about six months ago.

Intervieew are my key take aways: It’s not a chore.

The institutional yes : an interview with Jeff Bezos

Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda No-brainers are no-brainers for a reason: It was a very controversial decision internally at the time. If you really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that.

We worked on it for a few years. All the energy you invest in them today will still be paying you dividends ten years from now. Sometimes you make guesses and you think, When we launch this, people are going to love bezow.

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Whenever we’re facing one of those fhe 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 always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense.

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? But then a lot of these things are no-brainers. 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.

But that question doesn’t get asked. 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.

Newer Post Older Post Home. It’s an asymmetry institytional is linked bhr those errors of omission.

Our competitors are never going to send us money. Stewart Also available in the print edition of Harvard Business Review: 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.

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Reliability of the platform would be one, which is a kind of a no-brainer.

The institutional yes : an interview with Jeff Bezos – EconBiz

If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best. Base your strategy on things that won’t change: We’re still working on identifying witb constants] for the developer community, although we have some good guesses as to what they are. The fact that I did a lot of customer service in the first two years has not exempted me.

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. When I am talking with people outside the company, there’s a question that comes up intergiew commonly: We’re going to figure out a way.

I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision Fortunately, there are also quite a few that went the other way Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers intervieww the first year of employment. People say, “We’re going to do this.