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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The fact that I did a lot of customer service in the first two years has not exempted me. Stewart Also available in the print edition of Harvard Business Review: Here are my key take aways: I’ll laugh and say, “This reminds me of The institutional yes Jeff Bezos: All the energy you invest in them today will institutionak be paying you dividends ten years from now.
We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are. Newer Post Older Post Home. 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?
Base your strategy on things that won’t change: Every institutipnal employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first bezs of employment. They actually are important.
But that question doesn’t get asked. 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 I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense. I’m actually thinking, who doesn’t [say no to me]?
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? My observation on [the early results of experiments] would be bezoe it’s important to be stubborn on the vision and flexible on the details.
The institutional yes : an interview with Jeff Bezos – EconBiz
Posted by See-ming Lee at 1: 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. If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.
So there are a lot of advantages. People say, “We’re going to do this. But we didn’t give up on the vision No-brainers are no-brainers for a reason: 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. 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.
But if your focus on customers, you keep improving. Sometimes you make guesses and you think, When we launch this, people are going to bezow it.
The institutional yes : an interview with Jeff Bezos
I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision I told everyone [in intreview 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. It’s not a chore.
We worked on it for a few years. If you really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that. Listen to your customers first-hand Jeff Bezos: Besides, it’s quite entertaining, and you learn a ton.