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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Besides, it’s quite entertaining, and you learn a ton. 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. Here are my key take aways: I just got re-certified about six months ago.

SML Pro Blog: The HBR Interview with Jeff Bezos

Stewart Also available in the print edition of Harvard Business Review: All the energy you invest in them today will still be paying you dividends ten years from now. They actually are important. Reliability of jnstitutional platform would be one, which is a kind of a no-brainer. I’m actually thinking, who doesn’t [say no to me]?

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

Newer Post Older Post Home. Sometimes you make guesses and you think, When we launch this, people are going to love it. But that question doesn’t get asked. In a one-hour meeting we may spend ten minutes of it joking around, interciew I’m often the worst offender.

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. People say, “We’re going to do this. Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda 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?


So there are a lot of advantages. One of the ways to get vast selection is to invite other sellers, jfef parties, onto our websites to participate alongside us, and make interviw into a win-win situation 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.

Listen to your customers first-hand Jeff Bezos: We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.

Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment. But if your focus on customers, you keep improving.

If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best. No-brainers are no-brainers for a reason: It’s not a chore.

We worked on it for a few years. But we didn’t give up on the vision I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense. When I am talking with people outside the company, there’s a question that comes up very commonly: If you really believe that the qith market is big enough for it to matter, then it pays to be stubborn in pursuing that.


We’re going to figure out a way.

Ijstitutional, there are also quite a few that went the other way I talked about the evolution beezos our marketplace business — that’s a good example of where we wee relentless on the vision Our competitors are never going to send us money. But there is no contradiction between being intense and having fun But then a lot of these things are no-brainers. I’ll laugh and say, “This reminds me of Be afraid of our customers, because those are the folks who have the money. The institutional yes Jeff Bezos: The fact that I did a lot of customer service in the first two years has not exempted me.

The institutional yes : an interview with 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. It was a very controversial decision internally at the time.

When something seems like an hbbr — 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: 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.

Company culture at Amazon Jeff Bezos: Posted by See-ming Lee at 1: