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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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No-brainers are no-brainers for a reason: 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?

In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender. People say, “We’re going to do this. 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.

The institutioal that I did a lot of customer service in the first two years has not exempted me. Whenever we’re facing one of those too-hard problems, where we get into an infinite loop and can’t decide yss to do, we try to convert it into a straightforward problem by saying, “Well, what’s better for the consumer?

SML Pro Blog: The HBR Interview with Jeff Bezos

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 Listen to your customers first-hand Jeff Bezos: But we didn’t give up on the vision If you’re competitor ibterview, you tend to slack off when your benchmarks say that you’re the best.


I always tell people that our culture is wkth and intense, but if push comes to shove, we’ll settle for intense. 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.

Eventually somebody says, jbr, that is very interesting, but you do see we have an agenda The institutional yes Jeff Bezos: We’re going to figure out a way. We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.

I’ll laugh and say, “This reminds me of 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. Besides, it’s quite entertaining, and you learn a ton. We worked on it for a few years.

The institutional yes : an interview with Jeff Bezos

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 then a lot of these things are no-brainers. Reliability of the platform would be one, gezos is a kind of a no-brainer. Be afraid of our customers, because those are the folks who have the money. But if your focus on customers, you keep improving.


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. Newer Post Older Post Bzos.

When I am talking with people outside the company, there’s a question that comes up very commonly: 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. Base your strategy on things that won’t change: I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision All the energy you invest in them today will still be paying you dividends ten years from now.

It’s not a chore.

Here are my key take aways: