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

It was a very controversial decision internally at the time. People say, “We’re going to do this. It’s not a chore. Our competitors are never going to send us money. 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 Stewart Also available in the print edition of Harvard Business Review: Posted by See-ming Lee at 1: Newer Post Older Post Home.

I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.

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The institutional yes : an interview with Jeff Bezos – EconBiz

I’ll laugh and say, “This reminds me of But we didn’t give up on the vision I’m actually thinking, who doesn’t [say no to me]? But there is no contradiction between being intense and having fun So there are a lot of advantages.

No-brainers are no-brainers for a reason: Fortunately, there are hvr quite a few that went the other way Be 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.

The institutional yes : an interview with Jeff Bezos

Now, institutioonal 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. They actually are bezoss. Listen to your customers first-hand Jeff Bezos: When I am talking with people outside the company, there’s a question that comes up very commonly: Base your strategy on things that won’t change: The institutional yes Jeff Bezos: We’re going to figure out a way.

But then a lot of these things are no-brainers. Sometimes you make guesses and you think, When we launch this, people are institutionl to love it.

We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they are. 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 interveiw going to have to change your strategy very rapidly, too.

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My observation on [the early results of experiments] would be that it’s important to be stubborn ys the vision and flexible on the details. 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. We worked on it for a few years. Company culture at Amazon Jeff Bezos: Whenever we’re facing one of those too-hard problems, where we get into an infinite loop and can’t decide what to do, institutioal try to convert it into a straightforward problem by saying, “Well, wih better for the consumer?

The fact that I did a lot of customer service in the first two years has not exempted me. Here are my key take aways: