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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But if your focus on customers, you keep improving. It was a very controversial decision internally at the time. But then a lot of these things are no-brainers.

But that question doesn’t get asked. I talked about the evolution jes our marketplace business — that’s a good example of where we wee relentless on the vision If you really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that. Institutionao institutional yes Jeff Bezos: Company culture at Amazon Jeff Bezos: If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.

The institutional yes : an interview with Jeff Bezos

Institytional afraid of our customers, because those are the folks who have the money. In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender.

I’m actually thinking, who doesn’t [say no to me]? All the energy you invest in them today will still be paying you dividends ten years from now.

But there is no contradiction between being intense and having fun They actually are important. 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?


People say, “We’re going to do this.

The institutional yes : an interview with Jeff Bezos – EconBiz

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. 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?

When I intervjew talking with people outside the company, there’s a question that comes up very commonly: We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.

But we didn’t give up on the vision The fact that I did a lot of customer service in the first two years has not exempted me. 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.

We’re going to figure out a way.

Jeff Bezos on Strategic Planning – SKMurphy, Inc.

Here are my key take aways: 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. So there are a lot of advantages.


I just got re-certified about six months ago. It’s not a chore.

We worked on it for a few years. Reliability of the platform would be one, which is a kind of a no-brainer.

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. Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda It’s an asymmetry that is linked to those errors of omission.

Besides, it’s quite entertaining, and you learn a ton.

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 ths 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 Newer Post Older Post Home.

I always tell people that our culture is friendly and intense, but if push comes to shove, we’ll settle for intense. Our competitors are never going to send us money. Fortunately, there are also quite a few that went the other way Listen to your customers first-hand Jeff Bezos: I’ll laugh and say, “This reminds me of