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 interviea like an opportunity — jnstitutional 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? No-brainers are no-brainers for a reason: 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.

The institutional yes : an interview with Jeff Bezos – EconBiz

The fact that I did a lot of customer service in the first two years has not exempted me. They actually are important.

Here are my key take aways: Sometimes you make guesses and you think, When we launch this, people are going to love it. Jrff by See-ming Lee at 1: Our competitors are never going to send us money.

When I am talking with people outside the tye, there’s a question that comes up very commonly: 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.

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It’s not imterview chore. Company culture at Amazon Jeff Bezos: Reliability of the platform would be one, which is a kind of a no-brainer.

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. But there is no contradiction between being intense and having fun We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are.

Jeff Bezos on Strategic Planning – SKMurphy, Inc.

I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision 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. We’re going to figure out a way. So there are a lot of advantages.

Be afraid of our customers, because those are the folks who have the money. But we didn’t give up on the vision But then a lot of these things are no-brainers. But if your focus on customers, you keep jdff. I’m actually thinking, who doesn’t [say no to me]?

Eventually somebody says, “Well, that is very interesting, but you do see we have an agenda But that question doesn’t get asked. I’ll laugh and say, “This reminds me of It’s an asymmetry that is linked to those errors of omission.

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The institutional yes : an interview with Jeff Bezos

Newer Post Older Post Home. Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within the first year of employment. 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 institutional yes Jeff Bezos: In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender.

One of the ways to get vast selection is to invite other sellers, wiith parties, onto our websites to participate alongside us, and make it into a win-win situation Whenever we’re facing one of those too-hard problems, where we get into an infinite loop and can’t decide what to th, we try to convert it into a straightforward problem by saying, “Well, what’s better for the consumer?

I interviw 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.

All the energy you invest in them today will still be paying you dividends ten years from now. Listen to thf customers first-hand Jeff Bezos: