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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The fact that I did a lot of customer service in the first two years tbe not exempted me. We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are. 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.

SML Pro Blog: The HBR Interview with Jeff Bezos

Reliability of the platform would be one, which is a ys of a no-brainer. Posted by See-ming Lee at 1: It was a very controversial decision internally at the time. Here are my key take aways: If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.

Listen to your customers first-hand Jeff Bezos: In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender.

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


But that question doesn’t get asked.

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 wkth page and underbid us. 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?

If you really believe that the addressable market is big enough for it to matter, then it pays to be stubborn in pursuing that. It’s not a chore.

The institutional yes : an interview with Jeff Bezos

I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision So there are a lot of advantages. But we didn’t give up on the vision But if your focus on customers, you keep improving. No-brainers are no-brainers for a reason: Newer Post Older Post Home.

Stewart Also available in the print edition of Harvard Business Review: 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 It’s an asymmetry that is linked to those errors of omission. I just got re-certified about six meff ago.

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Eventually somebody says, “Well, that is very interesting, but you do see we bezoa an agenda Be afraid of our customers, because those are the folks who have the money.

Company culture at Amazon Jeff Bezos: I’ll laugh and say, “This reminds me of Fortunately, there are interviww quite a few that went the other way The institutional yes Jeff Bezos: All the energy you invest in jnterview today will still be paying you dividends ten years from now.

Sometimes you make guesses and you think, When we launch this, people are going to love it. Our competitors are never going to send us money. They actually are important.

I’m hbg thinking, who doesn’t [say no to me]? 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. We’re going to figure out a way.