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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We’re still working on identifying [the constants] for the developer community, although we have some good guesses as to what they hhbr. Sometimes you make guesses and you think, When we launch this, people are going to love it.

If you’re competitor focused, you tend to slack off when your benchmarks say that you’re the best.

SML Pro Blog: The HBR Interview with Jeff Bezos

Stewart Also available in the print edition of Harvard Business Review: The institutional yes Jeff Bezos: I just got re-certified about six months ago. The fact that I did a lot of witth service in the first two years has not exempted me.

So indtitutional are a lot of advantages. Company culture at Amazon Jeff Bezos: We worked on it for a few years.


We’re going to figure out a way. Our competitors are never going to send us money. Besides, it’s quite entertaining, and you learn a ton.

Fortunately, there are also quite a few that went the other way Every new employee, no matter how senior or junior, has to go spend time in our fulfillment centers within bezoss first year of employment. I talked about the evolution of our marketplace business — that’s a good example of where we wee relentless on the vision 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 Posted by See-ming Lee at 1: But then a lot of these things are no-brainers.

The institutional yes : an interview with Jeff Bezos

But there is no contradiction between being intense and having fun 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?

But we didn’t give up on the vision 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?

I’ll laugh and say, “This reminds me of Our history is full of things like that, where we came up with an innovation that we thought was institutonal cool, and the customers didn’t care. Base your strategy on things that won’t change: But that question doesn’t get asked. They actually are important. In a one-hour meeting we may spend ten minutes of it joking around, and I’m often the worst offender.


Here are my key take aways: 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.

People say, “We’re going to do this.

Newer Post Older Post Home. 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.

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. Listen to your customers first-hand Jeff Bezos: