"Jeff Bezos's work quotes" that absolutely gets hot
"The Strongest Workwards of Amazon" has been published.A person who has supported CEO Jeff Bezos at the Amazon headquarters's management center has become a big topic as the first book that has been published in detail about Amazon's "management, mechanism, and working style."Colin Briar, a staff member of the CEO, called "Jeff's Shadow", and Bill Car, who has been playing Vice President, Director, etc. for many years, "How to introduce an Amazon work style by individuals and companies."It is a revolutionary book that has been unveiled.In this article, I will introduce what Bezos faced in a big failure than "the strongest way of working in Amazon".
Photo: Adobe StockThe largest project in history
I want to briefly touch on Amazon Firafon.The process to release was appropriate, but it was a failed product.
The development was the largest project in Amazon history.The first differentiated factor was a function called "dynamic perpete".It is a function that displays 3D images using four cameras and gyroscopes.In addition, many innovations were born, and of course, the standard functions of the telephone were pursued to improve customer experiences.
A total of more than 1,000 people have been involved in development, with about 30 apps, including one -touch customer service, a service that preserves photos on the Amazon cloud for free, clocks, calendars, music players, and Kindle.
Firphone was announced in June 2014 and released in July.The production was canceled in August 2015.
What happened?
The firephone also used the "PR / FAQ" method, but it was not possible to solve truly important issues for customers or provide a particularly wonderful experience ("PR / FAQ" is a new product.When devising, the unique method of Amazon to grasp the image of the completed form by first writing a press release before starting development. See this book for details).
I (Bill) remembered that when I first learned about the project in 2012, I was wondering if a smartphone was really necessary for a smartphone.Here are some press releases on the release date.
ビジネスワイヤー、シアトル、2014年6月18日（ナスダック：AMZN） アマゾンは本日、同社がデザインした初のスマートフォンとなるファイアを発表しました。ファイアはダイナミック・パースペクティブとファイアフライという、2つの画期的な技術を搭載した唯一のスマートフォンであり、まったく新しいレンズを通して世界を見て、触れ合うことを可能にします。 ダイナミック・パースペクティブは、ユーザーのファイアの持ち方、視点、動かし方に反応する斬新なセンサーシステムを用い、ほかのスマートフォンでは不可能な体験を実現しました。ファイアフライは、現実世界に存在する物事──ウェブやメールのアドレス、電話番号、QRコード、バーコード、映画、音楽、無数の商品など──を素早く認識し、用意されたボタンによって簡単に操作することができます。All you can do is to "enhance the quality of decision -making"
Another point of reflection is that the firephone was expensive.One of the basic philosophy of Amazon is "frugal," and has shown that it is a company that has been highly cost -efficient and overturns existing business models.
For customers, the basic principle is just a low price.However, at this time, it was sold for $ 200 as the iPhone, and a two -year contract with a career (telecommunications company) was essential ($ 200 may be cheap now, but the mobile phone at that time was the cost of carriers.There was a burden and the price was much cheaper).We lowered the price to $ 99 and then made more free.But it had no effect and no one wanted it.
Finally, Firphones had a slow entry into the market and had only one AT & T carrier.At that time, the iPhone could be used in four carriers, and each carrier had a wide range of devices of multiple brands.
Wouldn't the result be different if the firephone was provided cheaper than the iPhone with the function of Prime, with the function of the Firphone as it was?Perhaps it was different.
But the point of this story is that even if the right process increases the probability of success, it is not guaranteed.
Jeff (Bezos) was deeply involved in the development of Firphones.He was one of the PR / FAQ author, along with the project leader Ian Fried and Cameron Jeans.
Jeff and the team believed that they were developing a smartphone that customers would like (or they thought so and convinced themselves), but they were wrong.No matter how good the process is, the only thing you can do is to enhance the quality of your decision.You cannot make a perfect decision on behalf of humans.
"The only way to hit a home run is to do that."
Jeff did not doubt the development process, even if Firphones failed.He writes:
"If you do a full swing for a home run, it will be evident that it will end up strikeouts many times, but you have to do that to hit a home run."
Unlike baseball, which has a maximum of four points even if you hit a home run, if you hit a big business, you may get an infinite score.The important thing is that only a small number of companies that have failed many times and can repeat experiments that can only produce dull results can be a huge success.
In an interview after the withdrawal of Firafon, Jeff was asked about the failure:"If we say that's a big mistake, we are now aiming for a bigger failure. I'm not joking."
The size of the invention and the accompanying the failure should be larger as the organization grows.Otherwise, there will be an impactful invention to develop a company to the next stage.
Near the doors of "one -way" and "round -trip" doors
The larger the company, the more difficult it is to keep moving as an "invention machine."One of the hindrance is the uniform decision pattern that is activated regardless of the situation.
Jeff wrote again, quoting a letter to shareholders in 2015.
"Some of the decisions are inevitable, and there is something like a one -way door that is almost unable to go back. This type of decision must be done systematically and carefully and discussions and discussions.Even if you are not convinced of the result, you can not turn it back to the original place. This is called type 1 decision. However, most decisions are not so, but it is a type 2 that passes through a round -trip door.If it doesn't work, you don't have to put up with it, you just have to open the door again and go back and start over. If you are a small individual or a small group with excellent judgment, you can make this type 2 decision quickly.Rather, you should do so. "
The paid member service Amazon Prime was a round -trip door decision.If the combination of subscription, free delivery, and quick delivery is not supported, you would have tried the combination until it worked.
In fact, Prime did not succeed from the beginning.Before that, there was a redo -friendly decision called Super Saber Shipping (a service that could reduce delivery fees by hurrying), which eventually changed to prime.
On the other hand, Firaphon was close to a one -way decision.When Amazon decided to withdraw from the market, he did not think, "I can't help but try it on another smartphone."
Large companies tend to build a process that assumes a decision on a one -way door.He is afraid of causing a catastrophe due to wrong decisions.The process is generally slow, complicated and full of risk avoidance.The one -way process is applied without thinking deeply about the decision -making decisions that can be round -trip.
As a result, the speed of moving forward is slowed down, the power to create ideas is impaired, innovation is stagnant, and the development cycle is prolonged.
So Amazon emphasizes speed, agility, and risks to avoid losing the spirit of startups.Of course, while sticking to the highest level.Such temperament has been part of "Amazonian" since the founding.
Jeff wrote in 1999:
"We are committed to continuous improvement, experiments, and innovation in every attempt. Our DNA has a pioneopathic spirit. Pioneer is essential to succeed."
(This manuscript is an excerpt from "The strongest way of working in Amazon")
『アマゾンの最強の働き方』とは？元参謀が詳細な働き方を公開した初めての書！
"Amazon's Strongest Work Style" is a very valuable book that Jeff Bezos's staff, who has gained experience in Amazon for many years, specifically reveals the secrets of success, from the way of working to the Amazon's work.。
One of the author, Colin Briar, has been enrolled in Amazon for 12 years and has been a vice president, and has served as a technical advisor with CEO as "Jeff's Shadow".Bill Car has been enrolled in Amazon for 15 years and has been a vice president and director.
The two are active in the tremendous innovation era that created Kindle, Amazon Prime, Amazon Studio, and AWS (Amazon Web Service).Currently, he helps Amazon's technique to make use of it in individuals and companies.
In this book, Amazon's "14 Conducted Code of Conduct", "Working Back Words", a method of thinking back from customer needs, a meeting method that proceeds with silent reading of "6 -page materials" without using Powerpo.Systematized Amazon's unique mechanism, such as the human resources recruitment method that raises the standards, "Bar Razor System," so that everyone can introduce it.
Furthermore, we will explain how to reduce the philosophy of Amazon into business, such as "long -term thinking", "commitment to customers", "high -level pursuit", and "deep digging".
In addition, the development of global hit products such as Kindle, Prime, and AWS will give you a detailed interaction story as a real experience of how led to the launch after struggling.
If you read this book, you will find various ways to use Amazon methods, regardless of skill, career, or organization.It is a textbook for the ultimate job in modern business.
本書目次より
『アマゾンの最強の働き方──Working Backwards』コリン・ブライアー、ビル・カー著、紣川謙監訳、須川綾子訳、ダイヤモンド社■ Part 1: How to work on Amazon ──Prinkable of work ── Principle CHAPTER 1: Foundation ──Chapter 2: Recruitment ──Chapter 3: Organizer 3: Organizer ── “Single Red-Chapter 4: Communication ──Chapter 5: Working Back Words ──Chapter 6: Evaluation index (Metrics) ── From the outputSee "input"
■ PART 2: How to create ── New things are born CHAPTER 7: Kindle ──Chapter 8: Prime ── Prime ─Prime Video Solving the difficult task of “Subscription” Chapter 10: AWS── Get successful with “Working Back Words”