Tag: Jeff Bezos

Jeff Bezos: Big Things Start Small

Reading Time: 3 minutes

An interview with Amazon.com founder Jeff Bezos touches on the timeless lessons he’s learned for business success. The three big ideas are (1) thinking on a different timescale, (2) putting the customer first, and (3) inventing.

What we’re really focused on is thinking long-term, putting the customer at the center of our universe and inventing. Those are the three big ideas to think long-term because a lot of invention doesn’t work. If you’re going to invent, it means you’re going to experiment, you have to think long-term. These three ideas, customer-centricity, long-term thinking and a passion for invention, those go together. That’s how we do it and by the way, we have a lot of fun doing it that way.

Ballet or Rock Concert?

When asked about the pressures of running a public company and meeting quarterly earnings expectations he said:

Well, I think that if you’re straight forward and clear about the way that you’re going to operate, then you can operate in whatever way you choose. We don’t even take a position on whether our way is the right way, we just claim it’s our way, but Warren Buffet has a great saying along these lines. He says, “You can hold a ballet and that can be successful and you can hold a rock concert and that can be successful. Just don’t hold a ballet and advertise it as a rock concert. You need to be clear with all of your stakeholders, with are you holding a ballet or are you holding a rock concert and then people get to self-select in.”

Big Things Start Small

While there is no one recipe that fits all, there are elements of what Amazon does that help.

[I]nside our culture, we understand that even though we have some big businesses, new businesses start out small. It would be very easy for say the person who runs a US books category to say, “Why are we doing these experiments with things? I mean that generated a tiny bit of revenue last year. Why don’t we instead, focus those resources and all that brain power on the books category, which is a big business for us?” Instead, that would be a natural thing to have happen, but instead inside Amazon, when a new business reaches some small milestone of sales, email messages go around and everybody’s giving virtual high fives for reaching that milestone. I think it’s because we know from our past experiences that big things start small. The biggest oak starts from an acorn and if you want to do anything new, you’ve got to be willing to let that acorn grow into a little sapling and then finally into a small tree and maybe one day it will be a big business on its own.

Step By Step Ferociously

The Latin phrase gradatim ferociter Is a Bezos favorite. What does it mean?

Well it means step by step ferociously and it’s the motto for Blue Origin. Basically you can’t skip steps, you have to put one foot in front of the other, things take time, there are no shortcuts but you want to do those steps with passion and ferocity.

Loving What You Do

Not every day is going to be fun and easy. That’s why they call it work.

I have a lot of passions and interests but one of them is at Amazon, the rate of change is so high and I love that. I love the pace of change. I love the fact that I get to work with these big, smart teams. The people I work with are so smart and they’re self-selected for loving to invent on behalf of customers.

It’s not, do I love every moment of every day? No, that’s why they call it work. There are things that I don’t enjoy, but if I’m really objective about it and I look at it, I’m so lucky to be working alongside all these passionate people and I love it. Why would I go sit on a beach?

 

Tagged: ,
Footnotes
  • 1

    Source of interview: https://twitter.com/producthunt/status/1125038440372932608?s=11

Go Fast and Break Things: The Difference Between Reversible and Irreversible Decisions

Reading Time: 6 minutes

Reversible vs. irreversible decisions. We often think that collecting as much information as possible will help us make the best decisions. Sometimes that’s true, but sometimes it hamstrings our progress. Other times it can be flat out dangerous.

***

Many of the most successful people adopt simple, versatile decision-making heuristics to remove the need for deliberation in particular situations.

One heuristic might be defaulting to saying no, as Steve Jobs did. Or saying no to any decision that requires a calculator or computer, as Warren Buffett does. Or it might mean reasoning from first principles, as Elon Musk does. Jeff Bezos, the founder of Amazon.com, has another one we can add to our toolbox. He asks himself, is this a reversible or irreversible decision?

If a decision is reversible, we can make it fast and without perfect information. If a decision is irreversible, we had better slow down the decision-making process and ensure that we consider ample information and understand the problem as thoroughly as we can.

Bezos used this heuristic to make the decision to found Amazon. He recognized that if Amazon failed, he could return to his prior job. He would still have learned a lot and would not regret trying. The decision was reversible, so he took a risk. The heuristic served him well and continues to pay off when he makes decisions.

Decisions Amidst Uncertainty

Let’s say you decide to try a new restaurant after reading a review online. Having never been there before, you cannot know if the food will be good or if the atmosphere will be dreary. But you use the incomplete information from the review to make a decision, recognizing that it’s not a big deal if you don’t like the restaurant.

In other situations, the uncertainty is a little riskier. You might decide to take a particular job, not knowing what the company culture is like or how you will feel about the work after the honeymoon period ends.

Reversible decisions can be made fast and without obsessing over finding complete information. We can be prepared to extract wisdom from the experience with little cost if the decision doesn’t work out. Frequently, it’s not worth the time and energy required to gather more information and look for flawless answers. Although your research might make your decision 5% better, you might miss an opportunity.

Reversible decisions are not an excuse to act reckless or be ill-informed, but rather are a belief that we should adapt the frameworks of our decisions to the types of decisions we are making. Reversible decisions don’t need to be made the same way as irreversible decisions.

The ability to make decisions fast is a competitive advantage. One major advantage that start-ups have is that they can move with velocity, whereas established incumbents typically move with speed. The difference between the two is meaningful and often means the difference between success and failure.

Speed is measured as distance over time. If we’re headed from New York to LA on an airplane and we take off from JFK and circle around New York for three hours, we’re moving with a lot of speed, but we’re not getting anywhere. Speed doesn’t care if you are moving toward your goals or not. Velocity, on the other hand, measures displacement over time. To have velocity, you need to be moving toward your goal.

This heuristic explains why start-ups making quick decisions have an advantage over incumbents. That advantage is magnified by environmental factors, such as the pace of change. The faster the pace of environmental change, the more an advantage will accrue to people making quick decisions because those people can learn faster.

Decisions provide us with data, which can then make our future decisions better. The faster we can cycle through the OODA loop, the better. This framework isn’t a one-off to apply to certain situations; it is a heuristic that needs to be an integral part of a decision-making toolkit.

With practice, we also get better at recognizing bad decisions and pivoting, rather than sticking with past choices due to the sunk costs fallacy. Equally important, we can stop viewing mistakes or small failures as disastrous. Instead view them as information that informs future decisions.

“A good plan, violently executed now, is better than a perfect plan next week.”

— General George Patton

Bezos compares decisions to doors. Reversible decisions are doors that open both ways. Irreversible decisions are doors that allow passage in only one direction; if you walk through, you are stuck there. Most decisions are the former and can be reversed (even though we can never recover the invested time and resources). Going through a reversible door gives us information: we know what’s on the other side.

In his shareholder letter, Bezos writes[1]:

Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must be made methodically, carefully, slowly, with great deliberation and consultation. If you walk through and don’t like what you see on the other side, you can’t get back to where you were before. We can call these Type 1 decisions. But most decisions aren’t like that – they are changeable, reversible – they’re two-way doors. If you’ve made a suboptimal Type 2 decision, you don’t have to live with the consequences for that long. You can reopen the door and go back through. Type 2 decisions can and should be made quickly by high judgment individuals or small groups.

As organizations get larger, there seems to be a tendency to use the heavy-weight Type 1 decision-making process on most decisions, including many Type 2 decisions. The end result of this is slowness, unthoughtful risk aversion, failure to experiment sufficiently, and consequently diminished invention. We’ll have to figure out how to fight that tendency.

Bezos gives the example of the launch of one-hour delivery to those willing to pay extra. This service launched less than four months after the idea was first developed. In 111 days, the team “built a customer-facing app, secured a location for an urban warehouse, determined which 25,000 items to sell, got those items stocked, recruited and onboarded new staff, tested, iterated, designed new software for internal use – both a warehouse management system and a driver-facing app – and launched in time for the holidays.”

As further guidance, Bezos considers 70% certainty to be the cut-off point where it is appropriate to make a decision. That means acting once we have 70% of the required information, instead of waiting longer. Making a decision at 70% certainty and then course-correcting is a lot more effective than waiting for 90% certainty.

In Blink: The Power of Thinking Without Thinking, Malcolm Gladwell explains why decision-making under uncertainty can be so effective. We usually assume that more information leads to better decisions — if a doctor proposes additional tests, we tend to believe they will lead to a better outcome. Gladwell disagrees: “In fact, you need to know very little to find the underlying signature of a complex phenomenon. All you need is evidence of the ECG, blood pressure, fluid in the lungs, and an unstable angina. That’s a radical statement.”

In medicine, as in many areas, more information does not necessarily ensure improved outcomes. To illustrate this, Gladwell gives the example of a man arriving at a hospital with intermittent chest pains. His vital signs show no risk factors, yet his lifestyle does and he had heart surgery two years earlier. If a doctor looks at all the available information, it may seem that the man needs admitting to the hospital. But the additional factors, beyond the vital signs, are not important in the short term. In the long run, he is at serious risk of developing heart disease. Gladwell writes,

… the role of those other factors is so small in determining what is happening to the man right now that an accurate diagnosis can be made without them. In fact, … that extra information is more than useless. It’s harmful. It confuses the issues. What screws up doctors when they are trying to predict heart attacks is that they take too much information into account.

We can all learn from Bezos’s approach, which has helped him to build an enormous company while retaining the tempo of a start-up. Bezos uses his heuristic to fight the stasis that sets in within many large organizations. It is about being effective, not about following the norm of slow decisions.

Once you understand that reversible decisions are in fact reversible you can start to see them as opportunities to increase the pace of your learning. At a corporate level, allowing employees to make and learn from reversible decisions helps you move at the pace of a start-up. After all, if someone is moving with speed, you’re going to pass them when you move with velocity.

***

Members can discuss this on the Learning Community Forum.

End Notes

[1] https://www.sec.gov/Archives/edgar/data/1018724/000119312516530910/d168744dex991.htm

Tagged: ,

Fiction that Influences and Inspires

Reading Time: 7 minutes

Reading nonfiction is a fantastic way to expand your mind and give you an edge in this world. It’s especially useful when we have a specific idea or concept that we’d like to learn more about. However, it’s important not to over-look everything we can learn from fiction.

Fiction resonates with us because it shows us truths about the human condition through great storytelling and compelling narratives. Through an engaging story we can be introduced to big ideas that just don’t resonate the same way in nonfiction: the medium allows for freedom of thought through creativity.

With this short book list, we’d like to take a look at a handful of novels that have inspired some truly extraordinary thinkers, especially today’s leaders in technology. Some of these you’re probably already aware of. Some not. But they’re all worth a look.

***

The Great Gatsby by F. Scott Fitzgerald

Considered one of Fitzgerald’s greatest works, the novel follows the story of the wealthy Jay Gatsby and his love for Daisy Buchanan during the roaring 1920s. With its focus on wealth, excess, status and privilege some have called this a cautionary tale regarding the great American dream.  It’s also just a hell of a yarn.

This is one of Bill and Melinda Gates‘ favorite books. Mr. Gates says it’s “the novel that I reread the most. Melinda and I love one line so much that we had it painted on a wall in our house: ‘His dream must have seemed so close that he could hardly fail to grasp it.’”

It’s not only the Gateses who adore this book, the author Haruki Murakami has called it one of his favorites and Chuck Palahnuik has said it was a source of inspiration for Fight Club. “It showed me how to write a ‘hero’ story by using an apostle as the narrator. Really it’s the basis of the triangle of two men and one woman in my book, Fight Club. I read the book at least once a year and it continues to surprise me with layers of emotion.”

The Remains of the Day by Kazuo Ishiguro

The story paints a spiritual portrait of the quintessential English butler as his world changes from World War I era to the 1950s. The themes of professionalism and dignity versus authenticity are prevalent throughout the novel.

This is Jeff Bezos‘ favorite book. “If you read The Remains of the Day, which is my favorite book of all time, you can’t help but come away and think, I just spent 10 hours living an alternate life and I learned something about life and about regret.”

Actress and UN Goodwill Ambassador Emma Watson has also cited this book as one of her favorites. “When I was growing up, my family, particularly my father, were very stoic. Part of me is very resentful of this British mentality that it’s not good to express feelings of any kind – that it’s not proper or brave.” She has said she appreciates the book for how it expressed the consequences of this type of discretion.

Catcher in the Rye by J.D. Salinger

The book that introduced us to the ever loved and ever hated Holden Caulfield. The unique narrative gives us a glimpse into the mind of a 16 year old boy and the events surrounding his expulsion from prep school.

Bill Gates has said, “I read this when I was 13. It’s my favorite book. It acknowledges that young people are a little confused, but can be smart, and see things that adults don’t.”

Salman Khan, founder of Khan Academy, also lists this as one of his favorite books.

A Wrinkle in Time by Madeleine L’Engle

The second book centered around a teenager is A Wrinkle in Time, which brings us into Science Fiction. Some of the most innovative ideas of the last two centuries (trains, planes, robots) were considered science fiction at one point and made appearances in stories before they came about in real life. Science fiction is thus a window into our visions of the future, and tells us a great deal about what people of certain eras were both looking forward to and afraid of.

A Wrinkle in Time follows high schooler Meg Murry as she travels through space and time on a quest to save her father. The novel uses Meg’s extreme/out of this world situations as a way to explore the very real trials of teenagers.

Sheryl Sandberg, COO of Facebook, has called A Wrinkle in Time her favorite book as a child.

I wanted to be Meg Murry, the admittedly geeky heroine of “A Wrinkle in Time,” by Madeleine L’Engle. I loved how she worked with others to fight against an unjust system and how she fought to save her family against very long odds. I was also captivated by the concept of time travel. I keep asking Facebook’s engineers to build me a tesseract so I, too, could fold the fabric of time and space. But so far no one has even tried. Jeff Bezos also loved the book. “I remember in fourth grade we had this wonderful contest — there was some prize — whoever could read the most Newbery Award winners in a year. I didn’t end up winning. I think I read like 30 Newbery Award winners that year, but somebody else read more. The standout there is the old classic that I think so many people have read and enjoyed, A Wrinkle in Time, and I just remember loving that book.”

Seveneves / Snow Crash / Cryptnomicon by Neal Stephenson

The sci-fi author Neal Stephenson comes up multiple times in the reading lists of some incredibly successful individuals. Above are three that seemed to come up the most.

Bill Gates has said that Stephenson’s novel Seveneves rekindled his love for sci-fci, a genre he thinks can be used as a vehicle to help people think about big ideas. With Seveneves in particular, he was struck by “the way the book pushes you to think big and long-term. If everyone learned that the world would end two days from now, there would be global panic, plus a big dose of hedonism. But what if it were ending two years from now? Would people keep going to work? Would kids go to school? If they did, what would you teach them?”

The novel gives us an idea of what might happen if the world were ending and we were forced to escape to space. If that idea wasn’t interesting enough, the book also shoots forward 5,000 years and has the humans going back to what once was Earth.

Larry Page, co-founder of Google, has Stephenson’s Snow Crash in his list of favorite books.

That story takes place in a future America where our protagonist Hiro is a hacker/pizza delivery boy for the mafia in reality and a warrior prince in the Metaverse. Stephenson gives us a glimpse of a what a world would look like where much of our time and definition of self is explored in a shared virtual space and effortlessly weaves together concepts of religion, economics, politics, linguistics and computer science.

Meanwhile, Samuel Arbesman, the complexity scientist and author of The Half-Life of Facts (whom we interviewed recently), told us that Stephenson’s Cryptnomicon is one of the best books he’s ever read, saying:

The idea that there can be a book that weaves together an amazing plot as well as some really really profound ideas on philosophy and computer science and technology together, that was, I think one of the first times I had seen a book that had really done this. There were these unbelievably informational pieces. It’s also an unbelievable fun read. I’m a big fan of most of Stephenson’s work. I love his stuff, but I would say Cryptonomicon was one in particular that really demonstrated that you could do this kind of thing together.

The Foundation Trilogy by Isaac Asimov

Isaac Asimov was another author who appeared on multiple lists, his Foundation Series in particular has influenced an extraordinary number of people. The novel centers on a group of academics (The Foundation) as they struggle to preserve civilization during the fall of the Galactic Empire.

In more than one interview, Elon Musk has expressed that he was greatly influenced by the Foundation Series. He said the books taught him, “The lessons of history would suggest that civilizations move in cycles. You can track that back quite far — the Babylonians, the Sumerians, followed by the Egyptians, the Romans, China. We’re obviously in a very upward cycle right now and hopefully that remains the case. But it may not. There could be some series of events that cause that technology level to decline. Given that this is the first time in 4.5bn years where it’s been possible for humanity to extend life beyond Earth, it seems like we’d be wise to act while the window was open and not count on the fact it will be open a long time.”

The series also influenced the likes of George Lucas and Douglas Adams. Speaking of…

The Hitchhiker’s Guide to the Galaxy by Douglas Adams

The story chronicles earthling Arthur Dents’ amazing voyage through space after he escapes the destruction of Earth.

Elon Musk considers Douglas Adams one of the great modern philosophers. It was Adams that taught him that “The question is harder than the answer. When we ask questions they come along with our biases. You should really ask, ‘Is this the right question?’ And that’s hard to figure out.”

It’s interesting to note that Musk happened upon the book at a time that he says he was going through and existential crisis (between the ages of 12 to 15). He first turned to Friedrich Nietzsche and Arthur Schopenhauer but found what he needed through Douglas instead. Salman Khan, founder of Khan Academy also lists this as one of his favorite books.

***

This is in no way an exhaustive list of fiction that has influenced people whom we admire, but we hope that it has inspired you to find more places for those big ideas. Happy Reading!

If you enjoyed this post, check out a few other book recommendation lists we’ve put out recently:

Book Recommendations by the Legendary Washington Post CEO Don Graham – Among his answers are his favourite fiction and non-fiction books and the book that will stay with him forever.

A Short List of Books for Doing New Things – Andrew Ng thinks innovation and creativity can be learned — that they are pattern-recognition and combinatorial creativity exercises which can be performed by an intelligent and devoted practitioner with the right approach. He also encourages the creation of new things; new businesses, new technologies. And on that topic, Ng has a few book recommendations.

Tagged: , , , , , , , , ,

10 Things I Learned Reading Brad Stone’s The Everything Store: Jeff Bezos and the Age of Amazon

Reading Time: 6 minutes

I really enjoyed Brad Stone’s The Everything Store: Jeff Bezos and the Age of Amazon. Anyone who wants to better understand the dynamics of disruption or just gain a better understanding of the website we’ve come to love must read this book.

Here are ten things I found interesting.

1. Why Start With Books

Bezos choose books as the first category for Amazon because:

They were pure commodities; a copy of a book in one store was identical to the same book carried in another, so buyers always knew what they were getting. There were two primary distributors of books at that time, Ingram and Baker and Taylor, so a new retailer wouldn’t have to approach each of the thousands of book publishers individually. And, most important, there were three million books in print worldwide, far more than a Barnes & Nobel or a Borders superstore could ever stock.

2. Bezos’s Regret Minimization Framework

When deciding to make the leap from a stable job to a start-up, Bezos came up with what he calls “the regret-minimization framework.”

When you are in the thick of things you can get confused by small stuff,” Bezos said a few years later. “I knew when I was eighty that I would never, for example, think about why I walked away from my 1994 Wall Street bonus right in the middle of the year at the worst possible time. That kind of think just ins’t something you worry about when you’re eighty years old. At the same time, I knew that I might sincerely regret not having participated in this thing called the Internet that I thought was going to be a revolutionizing event. When I thought about it that way … it was incredibly easy to make the decision.”

3. Things Can Be Better

A lot of Bezos’s, and by extension, Amazon’s success comes from low regard for the way things are currently done.

4. Starbucks tried to get an Ownership Stake in Amazon

Starbucks had “proposed putting a rack of merchandise from Amazon next to its cash registers in exchange for an ownership stake in the startup.”

… Bezos visited Starbucks CEO Howard Schultz in his SoDo headquarters and Schultz told the pair that Amazon had a big problem and that Starbucks could solve it. “You have no physical presence,” the lanky Starbucks founder said as he brewed coffee for his guests. “That is going to hold you back.”

Bezos disagreed. He looked right at Schultz and told him, “We are going to take this thing to the moon.” They decided to work on a deal, but it fell apart a few weeks later when Schultz’s executives asked for a 10 percent ownership stake in Amazon and a seat on its board.

5. Focus on Customers Not Competitors

Speaking at an all-hands meeting called to address the assault of Barnes & Noble:

“Look, you should wake up worried, terrified every morning,” (Bezos) told his employees. “But don’t be worried about our competitors because they’re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.”

6. Why Incumbents Fail

They are reluctant to lose money.

The Reggios (the people in charge of Barnes & Noble) were reluctant to lose money on a relatively small part of their business and didn’t want to put their most resourceful employees behind an effort that would siphon sales away from the more profitable stores. On top of that, their company’s distribution operation was well entrenched and geared toward servicing physical stores by sending out large shipments of books to a set number of locations. The first from that to mailing small orders to individual customers was long, painful, and full of customer-service errors. For Amazon, that was just daily business.

When Bezos entered the ebook market, he made a crucial decision. Bezos appointed someone to lead up the ebook effort and asked him to kill Amazon’s physical book business. There would be no ‘best of both’ worlds in this Darwinian contest.

7. How Amazon Thinks About Leadership

Whether you are an individual contributor or the manager of a large team, you are an Amazon leader. Here are a few of Amazon’s leadership principles. Every Amazonian is guided by these principles.

Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

Vocally Self Critical
Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best.

Think Big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

8. It’s Harder to be Kind than Clever

Bezos’s grandparents taught him a lesson in compassion … On a road trip, when Bezos was ten and passing time in the back seat of the car, he took some mortality statistics he had heard on an antismoking public service announcement and calculated that his grandmother’s smoking habit would take nine years off her life. When he poked his head into the front seat to matter-of-factly inform her of this, she burst into tears, and Pop Gise pulled over and stopped the car.

Bezos described what happened next in his commencement speech at Princeton:

He got out of the car and came around and opened my door and waited for me to follow. Was I in trouble? My grandfather was a highly intelligent, quiet man. He had never said a harsh world to me, and maybe this was to be the first time? Or maybe he would ask that I get back in the car and apologize to my grandmother. I had no experience in this realm with my grandparents and no way to gauge what the consequences might be. We stopped beside the trailer. My grandfather looked at me, and after a bit of silence, he gently and calmly said, “Jeff, one day you’ll understand that it’s harder to be kind than clever.”

9. Communication can be a Sign of Dysfunction

At a management offsite in the late 1990s, a team of well-intentioned junior executives stood up before the company’s top brass and gave a presentation on a problem indigenous to all large organizations: the difficulty of coordinating far-flung divisions. The junior executives recommended a variety of different techniques to foster cross-group dialogue and afterward seemed proud of their own ingenuity. Then Jeff Bezos, his face red and the blood vessel in his forehead pulsing, spoke up.

“I understand what you’re saying, but you are completely wrong,” he said. “Communication is a sign of dysfunction. It means people aren’t working together in a close, organic way. We should be trying to figure out a way for teams to communicate less with each other, not more.”

10. The Narrative Fallacy

When Brad Stone met with Jeff Bezos to solicit his cooperation for the book, Stone wasn’t prepared for one of Bezos’s questions: “How do you plan to handle the narrative fallacy?”

The narrative fallacy, Bezos explained, was a term coined by Nassim Taleb in his 2007 book The Black Swan to describe how humans are biologically inclined to turn complex realities into soothing but oversimplified stories. Taleb argues that the limitations of the human brain resulted in our species’ tendency to squeeze unrelated facts and events into cause-and-effect equations and then convert them into easily understandable narratives. These stories, Taleb wrote, shield humanity from the true randomness of the world, the chaos, of human experience, and, to some extent, the unnerving element of luck that plays into all successes and failures.

[…]

In Taleb’s book — which, incidentally, all Amazon senior executives had to read — the author stated that the way to avoid the narrative fallacy was to favor experimentation and clinical knowledge over storytelling and memory.

Compliment The Everything Store: Jeff Bezos and the Age of Amazon.

Tagged: , , ,

Jeff Bezos’s Reading List

Reading Time: 3 minutes

The back of Brad Stone’s excellent new book, The Everything Store: Jeff Bezos and the Age of Amazon, contains a list of a dozen books “widely read by executives and employees that are integral to understanding” Amazon. We can now add Bezos’s reading list to similar ones from Steve Jobs and Bill Gates.

The Remains of the day, by Kazuo Ishiguro

Jeff Bezos’s favorite novel, about a butler who wistfully recalls his career in service during wartime Great Britain. Bezos has said he learns more from novels than nonfiction.

Sam Walton: Made in America, by Sam Walton

In his autobiography, Walmart’s founder expounds on the principles of discount retailing and discusses his core values of frugality and a bias for action—a willingness to try a lot of things and make many mistakes. Bezos included both in Amazon’s corporate values.

Memos from the Chairman, by Alan Greenberg

A collection of memos to employees by the chairman of the now defunct investment bank Bear Stearns. In his memos, Greenberg is constantly restating the bank’s core values, especially modesty and frugality. His repetition of wisdom from a fictional philosopher presages Amazon’s annual recycling of its original 1997 letter to shareholders.

The Mythical Man-Month, by Frederick P. Brooks Jr.

An influential computer scientist makes the counter-intuitive argument that small groups of engineers are more effective than larger ones at handling complex software projects. The book lays out the theory behind Amazon’s two pizza teams.

Built to Last: Successful Habits of Visionary Companies, by Jim Collins

The famous management book about why certain companies succeed over time. A core ideology guides these firms, and only those employees who embrace the central mission flourish; others are “expunged like a virus” from the companies.

Good to Great: Why Some Companies Make the Leap … and Others Don’t, by Jim Collins

Collins briefed Amazon executives on his seminal management book before its publication. Companies must confront the brutal facts of their business, find out what they are uniquely good at, and master their fly wheel, in which each part of the business reinforces and accelerates the other parts.

Creation: Life and How to make it, By Steve Grand

A video-game designer argues that intelligent systems can be created from the bottom up if one devises a set of primitive building blocks. The book was influential in the creation of Amazon Web Services, or AWS, the service that popularized the notion of the cloud.

The Innovator’s Dilemma, by Clayton Christensen

An enormously influential business book whose principles Amazon acted on and that facilitated the creation of the Kindle and AWS. Some companies are reluctant to embrace disruptive technology because it might alienate customers and undermine their core business, but Christensen argues that ignoring potential disruption is even costlier.

The Goal: A Process of Ongoing Improvements, by Eliyahu Goldratt

An exposition of the science of manufacturing written in the guise of the novel, the book encourages companies to identify the biggest constraints in their operations and then structure their organizations to get the most out of those constraints. The Goal was a bible for Jeff Wilke and the team that fixed Amazon’s fulfillment network.

Lean Thinking: Banish Waste and Create Wealth in Your Corporation, by James Womanck

The production philosophy pioneered by Toyota calls for a focus on those activities that create value for the customer and the systematic eradication of everything else.

Data-Driven Marketing: The 15 Metrics Everyone in Marketing Should Know, by Mark Jeffery

A guide to using data to measure everything from customer satisfaction to the effectiveness of marketing. Amazon employees must support all assertions with data, and if the data has a weakness, they must point it out or their colleagues will do it for them.

The Black Swan: The Impact of the Highly Improbable, by Nassim Taleb

The scholar argues that people are wired to see patterns in chaos while remaining blind to unpredictable events, with massive consequences. Experimentation and empiricism trumps the easy and obvious narrative.

Tagged: , ,

Jeff Bezos Had His Top Execs Read These Three Books

Reading Time: 0 minutes Less than a minute

In an interview that aired on CNBC1, Jeff Bezos shared some of the details about books that he’s shared with Amazon’s top executives. These books, it turns out, are frameworks for shaping the future of the company.

Here they are:

1. The Effective Executive by Peter Drucker

2. The Innovator’s Solution by Clayton Christensen (Interestingly, the only business book Steve Jobs ever liked was The Innovator’s Dilemma, by the same author.)

3. The Goal by Eliyahu Goldratt

Bezos is not the only one to nudge execs to read. Tim Cook, CEO at Apple, gives copies of Competing Against Time: How Time-Based Competition is Reshaping Global Markets to his colleagues.

Tagged: , ,
Footnotes
  • 1

    http://video.cnbc.com/gallery/?video=3000202037&play=1

Explore

Browse

12