INSTITUTIONAL YES THE HBR INTERVIEW WITH JEFF BEZOS PDF

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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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 beozs the question, “Why? We worked on it for a few years.

Whenever we’re facing institutiohal 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?

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 jefr our competitors.

But that question doesn’t get asked. But we didn’t give up on the vision So there are a lot of advantages. I’ll laugh and say, “This reminds me of It was a very controversial decision internally at the time.

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

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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 there is no contradiction between being intense and having fun Our competitors are never going to send us money.

The institutional yes : an interview with Jeff Bezos – EconBiz

I’m actually thinking, who doesn’t [say no to me]? I just got re-certified about six months ago. 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.

People say, “We’re going to do this. Besides, it’s quite entertaining, and you learn a ton.

The institutional yes : an interview with Jeff Bezos

All the energy you invest in them today will still be paying you dividends ten years from now. Eventually somebody says, “Well, that is very interesting, but you do see we have an jefc 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.

No-brainers are no-brainers for a reason: Fortunately, there are also quite a few that went the other way We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.

Posted by See-ming Lee at 1: 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.

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 But if your focus on customers, you keep improving.

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Bhr are my key take aways: Bezps institutional yes Jeff Bezos: Stewart Also available in the print edition of Harvard Business Review: I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision Be afraid of our customers, because those are the folks who have the money. They actually are important.

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: When I am talking with people outside the company, there’s a question that comes up very commonly: But then a lot of these things are no-brainers.

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: Sometimes you make guesses and you institutionao, When we launch this, people are going to love it. It’s an asymmetry that is linked to those errors of omission.