YouSaid · the spoken record

Colin Breyer

lines on the record: 50
first: 2023-09-21
most recent: 2023-09-21
sittings or episodes: 1
sources: podcast

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“After the panel, Jeff and I had a brief chat about Stewart's comments. We both noticed the same thing, a phenomenon that Amazon would later refer to as undifferentiated heavy lifting, that is, the tasks that we could do for the companies that would enable them to focus on what made them unique. This was an opportunity. The colonel for the opportunity for AWS, obviously. In building and operating one of the world's largest websites, we had acquired a core competency only a few other companies could match. Working backwards documents for the early AWS products, the PRFAQ stated that we wanted the student in a dorm room to have access to the same world class computing infrastructure as any Amazon software engineer. That powerful metaphor in the PRFAQ document really helped.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And then I just want to share one more idea that I think ties a lot of these ideas that you and I have been talking about today together. The world is a classroom. We're going to differentiate. We're not going to copy. We're going to work backwards from the optimal customer experience. And we're going to use a written narrative to guide product development. Jeff and I attended an O'Reilly Emerging Technology Conference, and we went to a panel featuring Stuart Butterfield, who co-founded Flickr and later Slack. Someone asked Stuart to describe a typical day of Flickr. His answer was surprising. He said that about half the day was probably the same as it was for many of the people in the audience, scrambling to keep their technology platform one step ahead of the rapid growth of their business. They worked on scaling their databases, web servers, software and hardware half the day, right? Stewart said they did not spend as much time as he would like on innovating things that were unique to Flickr.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“This, they had a like a site wide outage. They were experiencing technical issues. So this guy named VJ, he actually had to cancel the meeting, which is the right thing to do and then reschedule for another time. Jeff took it in his stride and said, okay, we can reschedule the meeting. How about tomorrow morning at my house? And this idea that Jeff says that the meeting is genius. That's when Jeff and all these other people met at his house to go over what would become Amazon Prime. Jeff said, this is his main directive. This is genius. Jeff said he wanted to build a moat around his best customers. He wanted to build a moat around his best customers.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“You had read the book up until this point. What I'm about to tell you is not in the book, but you would derive this conclusion at the end of that. It says the fast and free was where Amazon needed to go next, but our fulfillment capabilities were not up to the task period. Most skills forward companies would stop there. That's not where Amazon stopped. It's where they started.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Now, it was fascinating as they developed Prime, we see that Jeff is just very uncomfortable with mediocrity and he still wants to make sure that his company is not going with the skills forward approach that most companies have. Let's start with the optimal customer experience and work backwards from that. And you're like, Jeff, well, we don't have the skills. Exactly. So we're going to go out and acquire those skills. And over time, that's going to make our company more valuable. Now the customers have gotten a taste of free shipping. They no longer wanted to be forced to choose between slow and free and fast and expensive. Jeff exhibits discomfort when presented with an either or proposition in which both result are mediocre. Viewed through his customer obsession lens, the only answer to the question Which would you rather have slow and free or fast and expensive is fast and free? So the catch was that fast and free was where Amazon needed to go next but our fulfillment capabilities were not yet up to the task”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Where is this going? Before you had to drive to the store to get something, then you order on Amazon maybe comes a week, 10 days later, then five days later, then three days later, now today it comes in a few hours, right? And they knew this all the way back in 2004. So let's start building for that future today. Two days shipping and eventually one day shipping and same day shipping will become the norm. Therefore, while what we've built is good, it is not good enough. We should do this now. We have an unshakable conviction that long-term interests of shareholders are perfectly aligned with the interests of customers. This is clearly in the interest of our customers, so we will do it now. And again, there is many such sentences like this one in the book. Jeff insisted on this path, which resulted in Amazon Prime.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And so you list a bunch of products that Amazon was able to test way faster because they had this ability. They can only pick from a menu of options from their outsourced provider. At best, they would be fast followers of what the innovators built, the innovators being Amazon. So like, okay, we're going to take that same idea and go out and acquire the skills necessary to become to transform from a pure e-commerce distributor of retail products made by others to hardware makers. And this directly leads to an idea that you and I have been talking about over and over again today. Founders forced the issue. Not outsourcing means it's going to be more expensive. We're going to spend a lot more money. It's going to take longer to get a product out there. But at the end of that, if we are successful, we have a set of skills that we lack beforehand, then we can go out and do this over and over again. Again, founders foresee the issue. We'd known that the Kindle would take time and money to develop, but by the middle of 2005, it became clear that it was taking much longer in consuming more money.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Book is incredible. I'm still in it not enough myself. I wrote in the margin actually outsource, and your company doesn't acquire the skills. Amazon wants the skills. What does that mean? Our decision to become a hardware device manufacturer would inform a number of decisions down the road. Many companies that decide to enter a business area in which they have little internal expertise are capability, which is what Amazon, a description of Amazon at this time, right? They choose to outsource. This can sometimes be a mistake, and they use an example. In the early days of e-commerce, brick and mortar retailers created their first online retail sites. They brought in third-party developers. This approach enabled them to move quickly, but it deprived them of the flexibility to innovate and differentiate, and that's a big problem because who had that ability to differentiate and innovate and who are now these brick and mortar retailers going online and competing directly against Amazon? We know how that ends. Retailers who outsource e-commerce lack the ability to ideate and test new products.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Term product vision in books, not music. We believe that customers would want the ebook equivalent of the iTunes iPod experience, an app paired with a mobile device that offered customers any book ever written, the content available at a low price that they could buy, download, and start reading in seconds, but we would need to invent the device ourselves. The idea, this is so crazy. Remember, now we know how successful it is. I had the first Kindle, by the way, which is like this big, bulky white. It's like $400 too. It was crazy. But anyways, this is like now this makes sense. But back then, this is how he's so special. The idea that Amazon, a pure e-commerce distributor of retail products made by others, which is what they were at this time, the idea that Amazon a pure e-commerce distributor of retail products made by others would become a hardware company and make and sell its own reader device was controversial. The Kindle chapter in this”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Could build an ebook store where they offered the same breadth and depth of books and songs as any other digital venue. They just had to be willing to undertake the tedious work of aggregating the digital files together into a single online catalog, so we knew we couldn't meet Jeff's requirement that our digital business have a distinct and differentiated offering just on selection and aggregation. Remember he's the forcing function. He's saying our digital business must have a distinct and differentiated offering. And so Jeff tells Steve, right, the guy, the single threaded leader on here, we have to move out of the middle and venture to either side of the value chain in digital that meant focusing on applications and devices consumers used to read, watch, or listen to content. As Apple had already done with iTunes and the iPod, we all took note of what Apple had achieved in digital music in a short period of time and sought to apply those learnings to our long-term product vision.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Don't get to dictate the products that my company makes. There is no differentiation. We cannot beat, we can't out Apple Apple, so you don't try. What did Warren Buffett say? How do you beat Bobby Fisher? The answer is you play him in any game except chess. Back to this. He chose the path of invention by looking beyond the music category, which led him to begin Amazon's foray into digital by focusing on ebooks and an e-book reader device. In doing so, Jeff demonstrated his belief that true invention leads to greater long-term value for customers and shareholders.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“We go back again. You can think of the belief system of the founder as the language of the company. What is he going to repeat? You can invent or copy. We choose to invent. We had many meetings with Jeff. I would present our ideas for a music product or a company we might acquire each time we had these meetings. Jeff would reject what he saw as copycat thinking, emphasizing again and again and again that whatever music product we built, it had to offer a truly unique value prop for the customer. Let me repeat that. Any product we build has to offer a truly unique value proposition for the customer. He would frequently describe the two fundamental approaches that each company must choose between when developing new products and services. We could be a fast follower and make a close copy of successful products. We just make another iTunes, right? We could go that route. We could make a close copy of a successful product that other company had built, or we could invent a new product on behalf of our customers. He wanted Amazon to be a company that invents. He would immediately force this. He recognized that building a copy”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Only Jeff can speak to how the meeting impacted his thinking. What we can say is what Jeff did and did not do afterward. What he didn't do and what many companies would have done is to kick off an all hands on deck project to combat this competitive threat and race to build a copycat digital music service. Over and over again, Jeff says, I do not want to be a copycat. I don't want to follow. I don't want to be a fast follower. I want to lead and I want to invent. Instead, Jeff took time to process what he learned from the meeting and formed a plan. He appointed a single threaded leader, which is the guy Steve from the Howard Hughes story at the very beginning.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“which at this time comprised less than ten per cent of all the home computer market. Apple's first foray into building software on the competing Windows platform showed how serious they were about the digital music market. Now anyone with a computer would be able to purchase digital music from Apple, and then jobs immediately attacks Amazon's business. Jobs said that CDs would go the way of other outdated music formats like the cassette tape, and their importance and portion of overall music sales would drop quickly. His next comment could be construed as either a matter-of-fact statement or an attempt to go Jeff into making a bad business decision by acting impulsively. He said Amazon has a decent chance of being the last place to buy CDs. The business will be high margin but small. You'll be able to charge your premium for CDs since they'll be hard to find. Jeff did not take the bait.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“This meeting is going to happen in 2003. At this time, I think 77% of Amazon, 70 or 77% somewhere around there, of Amazon's revenue came from physical books, books, CDs, music, that kind of thing, right? And they clearly see that this wasn't going to last forever. So it says in 2003, Jeff and a bunch of people from Amazon traveled to the Apple campus in Cupertino to meet Steve Jobs, who had invited us down for a visit. Jobs got to the real purpose of the meeting and announced that Apple had just finished building their first Windows application. He calmly and this is why I love jobs. I love his confidence. He calmly and confidently told us that even though it was Apple's first attempt to build for Windows, he thought it was the best Windows application anyone had ever built. He then personally gave us a demo of the soon to be launched iTunes for Windows. During the demo, Jobs talked about how this would transform the music industry up until this point if you wanted to buy digital music from Apple, you needed a Mac.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Set this up a meeting with Steve Jobs led to the invention of the Kindle. So you can really think about what's about to take place here as how the iPod and iTunes influenced the development of the Kindle.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“In owning and controlling the creation for an outstanding device for our customers to read the ebooks on, differentiation with customers is often one of the key reasons to invent. And so they're constantly talking about the way, hey, normal companies, they build things with a skills forward approach. What does that mean? They look inside the company, like, what are the assets that we have? What are the skills we have? What can we build with that? Working backwards forces you to master new skills. Again, working backwards exposes skill sets that your company needs but does not have yet. So the longer that your company works backwards, the more skills it develops and the more skills it develops, the more valuable it becomes over time. Amazon's working backwards process, starting with customers' needs and not corporate needs or competencies often demands that in Jeff's words, we exercise new muscles, never mind how uncomfortable and awkward feeling those first steps might be. And so I say all that to”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Amazon will stick with it. Patience and carefully manage investment over many years can pay off greatly. And so you might be thinking, okay, that's great, David, but what does this have to do with working backwards? And they're about to get into that. Working backwards exposes skill sets that your company needs, but does not yet have. So the longer your company works backwards, the more skills it develops and the more valuable it becomes, the more things it can invent. And his whole key for inventing is he only wants to invent where and when differentiation matters. Invention works well where differentiation matters. In the company's early days, the hardware that powered Amazon's data centers was not the point of differentiation that changes with time, which we'll get to in a little bit, was not a point of differentiation with the customer creating a compelling book-buying online experience was, whereas with the Kindle, which is what we're about to go into, others were selling ebooks. So there was a real value.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Be a place, the best place in the world to invent. So, failure and invention are inseparable twins. To invent, you have to experiment, and if you know in advance that it's going to work, it's not an experiment. They did not know in advance that the Kindle was going to work. Most large organizations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there. And so one competitive advantage that as Jeff Bezo sees it, that Amazon has is they're willing to fail for a longer period of time. Long-term thinking levers our existing abilities, unless uses do new things we couldn't otherwise contemplate. Long-term orientation interacts well with customer obsession. If we can identify a customer need and if we can further develop conviction that the need is meaningful and durable, our approach permits us to work patiently for multiple years to deliver a solution. The key word here is patiently. Many companies will give up on an initiative if it does not produce the kind of returns they are looking for within a handful of years”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Okay, so then we're going to go into why working backwards was so important and the development of the Kindle. Before we go to that, they quote heavily from Jeff's shareholder letters to really explain, remember, the belief system of the founder is the language of the company. Jeff's belief systems were written down in the shareholder letters and then repeated over and over again inside the company. And so this is Jeff writing in his shareholder letters sharing his belief, right? We want to be a large company that's also an invention machine. We want to combine the extraordinary customer serving capabilities that are enabled by size with the speed of movement, nimbleness, and risk acceptance mentality normally associated with entrepreneurial startups. I believe we are the best place in the world to fail and we have plenty of practice and failure and he's not failing just for failure's sake. He doesn't want to fail, right? This guy's super competitive. But this is his main point. Failure and invention are inseparable twins. He just said Amazon will.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“A team of specialists swarms to the cord puller station, they troubleshoot the issue, and they develop a fix where the error never happens again. Here was a similar situation at Amazon, except without the Andon cord. Jeff yelled out We need an Andon cord for customer service, and so they wind up instituting one. It turns out that the Amazon version of the Andon cord empowered the right people, those on the front lines who were talking directly to customers. It surfaced seriously.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Customer was looking for it, the CS agent muted the call and said to us, I bet she's referring to Lis Lawn Chair, and pointed to the product on the Amazon site. Sure enough, when the customer read out the number from the package slip, it was the one that the CS agent had predicted it would be. After the call was ended, Jeff asked, How did you know the customer is going to say that? The CS agent responded that it happened quite often with this newly listed product. The packaging was inadequate, and the furniture got banged up in transit. Jeff had recently been learning about how Toyota approached quality control and continuous improvement. He mentions this over and over again on his shareholder letters, by the way, this idea of continuous improvement that he learned from the Japanese. One technique they use in their automobile assembly line was the Anden corn and cord. When any worker notices a quality problem, they are authorized to pull a cord that stops the entire assembly line”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Called customer connection, which is mandatory for corporate employees. Every two years, the corporate employee is required to become a customer service agent for a few days. They have to listen in on calls, watch, email and chat interactions, and then handle some customer contacts directly. Jeff is not exempted from this program. While I was working as his shadow, it came time for his customer connection recertification. Jeff was particularly good with customers over the phone, though he was sometimes overly generous. He gave one customer a full product refund when the policy was to refund the shipping cost only as one example. But this is fascinating. He's going to use an idea from Toyota and realize, oh, Toyota has an idea and implements an idea in their company that we're lacking here. And it's because of this again, he's showing with his actions how important customer service is. On the first day of training, we listened to the CS agents handle a few calls. On one call, the customer complained that her lawn furniture had arrived damage. The CS agent asked for the product number.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“From other companies or from things that he's reading, and he's using them inside of Amazon, right? He's using them as a metaphor to use it to help his company perform better. But I was also struck by this idea while I was reading this book, that you could think of the belief system of the founder as the language of the company. That is why it's usually written down and repeated over and over again. And it definitely is the case in Amazon. But you also see the belief system of the founder expressed through their actions. And so this idea that Jeff identified with from day one that we're going to obsess over customers. He'd make every single person in the company, including himself, work customer service actually take calls. And so I love this. And there's a lot of good ideas here, including the importance of combining data and anecdotes. Data and anecdotes make a powerful combination when they're in sync and they're a valuable check on one another when they're not. The most powerful anecdote in this regard features Jeff himself. Amazon has a program called”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And in the Kindle chapter, there's an entire chapter dedicated to describing the product development. They go into why working backwards helps your company develop new skills. You develop new skills over a long period of time. Your company obviously becomes more valuable. Another thing that Jeff insisted on, you have to have constraints. The press release portion of these documents has to be one page or less. And then I think they limit it to about five pages or less for the FAQ section. And then this is why. I just use the word forcing function as the founder. That's a term they actually use here. Restricting the length of the document is a forcing function. We have seen that it develops better thinkers and communicators, founders develop better teammates, which in turn develop better products. It's the same idea. So I want to spend a lot of time on the development of the Kindle. Before I get there, I want to go back to this idea that the whole world is a classroom. And you can't help but notice how many times Jeff is just using ideas.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Narrative as a press release, usually in a conventional organization a press release is written at the end of the product development process. In this standard process, that company works forward Really, what they're telling you is Amazon inverted this process. And so the Kindle is going to be the first product in which they used and they created using this press release approach. And this is part of one of the reasons why it's so important. Previously, they were working forward like every other company. Now they're working backwards. When we were working forward, we were trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience, an ordering process that would make buying and downloading books easy, a huge selection of books, low prices we would never have had the breakthrough necessary to achieve that customer experience were it not for the press release process which forced the team to invent multiple solutions to customers' problems.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Work backwards from that. This is the birth of this idea. One person proposed an ebook reader that would use new ink screen technology. Another described a new take on the MP3 player. Jeff wrote his own narrative about a device he called the Amazon Puck. When I'm about to, this is crazy. What I'm about to read to you, he wrote in 2004. He is going to describe the Amazon Echo, which is going to sell hundreds of millions of these things. The Amazon Puck would sit on your countertop and could respond to voice commands like puck, please order a gallon of milk and the puck would then place the order with Amazon. Why is Jeff forcing the issue? Why is he insisting that we're doing this? We had to describe features, pricing, how the service would work, why customers would want it. Half bake thinking was harder to disguise on the written page than in PowerPoint slides. He is the forcing function. What if we thought of the product concept?”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“At all. Jeff wanted to know exactly what we were going to build and how it would be better for customers. To Jeff, a half-baked mockup was evidence of half-baked thinking, and he was quick to say so, often using strong language to make his point. And so this is the first time I wrote in the book and on my notes, but it's over and over again. Founders force the issue. Founders are forcing functions, a forcing function, an event that forces one to take action and produce a specific result. Remember this for later. It is mentioned over and over again, the fact that this is the role that Jeff is playing inside of Amazon. Jeff suggested a different approach for the next meeting. Write a narrative document. In it described your best idea for a device or service for the digital media business. He even offered to do it with them. This is incredible. So the next time they meet, they bring their ideas and it looks like a press release announcing what their idea does for the customer.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Go ahead, but if Jeff wants to see mockups, you had better make a mock up. A few weeks later, we were back with mockups. Jeff listened carefully to our presentation yet again and then began asking detailed questions. There's so many senses.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And an FAQ anticipating the tough questions, and then work backwards from that. And so once again, we see Jeff come up with unique insights because they weren't doing this originally, right? So they would come up with new ideas and they'd pitch them to Jeff. And in the book, it says, listen, we just tried, we used like NBA style methods. We would gather data about the size of a market. We'd construct financial models that project annual sales. We would calculate gross margins assuming a certain cost of goods from our suppliers. We'd project operating margins. We would outline deals that we could make with other media companies. And Jeff did not find that this was a good use of their time. We had several meetings with Jeff to present our ideas. He never seemed satisfied or convinced. He found our proposals light on the details as to how the service would work for customers. He finally asked, where are the mockups? Jeff was referring to the visual representations that would show exactly how the new service would look on the Amazon website. We didn't have any mockups. We just wanted to sell Jeff on the opportunity. We would deal with the customer experience and other details once we got his”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And so, this idea of working backwards is so ingrained in the Amazon culture. They thought it was so important that they named the book out after it. And really, it's just you start with the desired customer experience. So it says most of Amazon's major products since 2004 have one thing in common. They were created through a process called working backwards. It is so central to the company's success that we used it as the title for this book. Working backwards is a systematic way to vet ideas and create new products. It is a key tenet, or excuse me, its key tenet, is to start by defining the customer experience, then iteratively work backwards from that point until the team achieves clarity of thought around what to build its principal tool is a second form of written narrative called the PRFAQ. Short for press release, frequently asked questions. And so you start from the customer's perspective. You literally write a press release for a product that does not exist yet, right? The press release that literally announces the product as if it were ready to launch.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Reading. Okay, so they realize the narrative structure is superior to run their meetings. What they wind up also realizing is that it's superior for building products. For in meetings, it's called a six-page narrative for product design or new product creation. It's called the PR FAQ. The Kindle is actually the first product. And we'll get into more detail about how the Kindle came to be including this very important meeting that Jeff Bezos and Steve Jobs had in 2003.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Been doing that since he was 20. By the time I met him, he was an entrepreneur for over 61 years and he was still up until the day he died. Still reading books, still listening to podcasts, still being curious about the world around him, still treating the world like a classroom. And so not only do they read a lot, but they also are able to produce unique insights. This is a simple tip from Jeff Bezos on how to produce unique insights in what you're reading. Jeff has an uncanny ability to read a narrative and consistently arrive at insights that no one else did, even though we're all reading the same thing. After one meeting, I asked him how he was able to do that. He responded with a simple and useful tip that I have not forgotten. He assumes each sentence he reads is wrong until he can prove otherwise. He's challenging the content of the sentence, not the motive of the writer, and I love this part. Jeff, by the way, was usually among the last to finish.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Go to their houses, they'd see their libraries. And I got a text from them the other day that said something like, I know a bunch of middling entrepreneurs, companies aren't that successful. They don't read at all. And then yet I spend time with all these billionaires and they read all the time. He's like, why do billionaires read so much? And I think this sentence right here describes that, even though you cannot hear it, there's a massive amount of useful information that is being transferred in those 20 minutes. That useful information, that knowledge can then obviously be turned into profit. It can make their companies better. It can make them more money. That is why you see such, and I talked about this on the, I had lunch with Sam's episode. I think it's episode 297. And, you know, I've seen this over and over again too. I had the same realization that my friend had. But I just remember after spending two hours with Sam Zell talking about all, I mean, he knew everything about, he knew way more about business history and read way more biographies than I have. And I remember on the drive back, it just hitting me. It's like, yeah, of course. You don't go and sell a company for $38 billion and then read and learn all this stuff.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And then they describe why spending the first 20 minutes of an hour long meeting in silence reading these narratives together is so valuable. It's one of my favorite sentences or paragraphs in the entire book. It's why books have lasted for 5,000 years. In fact, I got a text from a founder friend the other day, and he was asking me if I've noticed why billionaires read so much. I'll get to that in a minute. The silence can be unsettling at first, but it becomes routine. Even though you cannot hear it, with a well-written narrative, there is a massive amount of useful information that is being transferred in those twenty minutes. There is a massive amount of useful information that is being transferred in those twenty minutes. So a friend texts me the other day, him and his brother are co-founders of a company that's doing really, really well. They're both relentless learners, and they've raised a bunch of money for their startup from several billionaires, many of which are world famous if I had mentioned them, you would know who they are. And in many cases, they get to spend time with them.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Now on your presentation software is Microsoft Word not PowerPoint get used to it. That is Tufts words and that is essentially what we did. And so Jeff sends an email because this can only come from him. S-Team received an email with the following subject like no PowerPoint presentations from now on. The message was simple and direct. STM members would be required to write short narratives describing their ideas. Jeff was the only person in the company who could mandate such a change and he offered a short explanation for the reason behind the change. The reason writing a four-page memo is harder than writing a 20 page PowerPoint is because the narrative structure of a good memo forces better thought and better understanding of what's more important than what and how things are related.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“We had some downtime on a flight, and so we read and discussed an essay called The Cognitive Style of PowerPoint pitching out corrupts within written by Edward Tuft. Tuft identified in one sentence the problem that we'd been experiencing. As analysis becomes more causal, multivariate, comparative, evidence based, and resolution intense, the more damaging the bullet list PowerPoint becomes. Tuff proposed a solution in the essay for serious presentations, it would be useful to replace PowerPoint slides with paper handouts with words, high resolution handouts allow viewers to contextualize, compare, narrate, and recast evidence. He offered wise advice on how to get started. Make this transition in large organization, making this transition in large organizations requires a straightforward executive order.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Huge competitive advantages. So, this is when they kick out PowerPoint and they switch to these narratives. So Colin is Jeff Shadow at the time. Remember, he goes everywhere Jeff goes. It's on every single meeting. The insights that he has in this book are remarkable. And so a long time ago, way before Wi-Fi on planes, he would take a lot of flights with Jeff. And so one thing that I love that I've learned about Jeff from the very first book I read on him, and it's really important, I think a lot of people already know to use this in the company. The importance of a shared base of knowledge. If Jeff thinks there's a book that's valuable to read, it's not that he reads it by himself. He makes this entire executive team read this. And so on this flight, they're both reading the same essay. The idea was like, we're going to read and then discuss this essay. This is way before the narrative structure of the meetings, right? They're still using PowerPoint and it's not going well. And so they're looking for solutions. So again, if you're paying attention, the whole world is a classroom. After a particularly difficult presentation in early 2004,”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Just like Peter Thiel are only evaluating that person on one thing and one thing only. Another unique idea in the way to build and run Amazon that Jeff came up with, he actually found this idea in a paper and then decided to use it. So something I'm going to repeat over and over again, you've heard me say it on past podcasts, but if you're paying attention, the whole world is a classroom. You'll be shocked. If you go through this book, you'll be shocked at how many ideas Jeff got from reading a paper, reading a book, having a conversation that he used inside of Amazon. If you're paying attention, the whole world is a classroom. So it says if you were to ask recently hired Amazon employees what is surprised the most in their time at the company so far, one response would certainly top the list. The eerie silence in the first twenty minutes of many meetings, the reason for the silence, a six page document that everyone must read before a discussion begins. Amazon relies far more on the written word to develop and communicate ideas than most companies, and this difference makes for a huge.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“To your company, realize the bottleneck goes from being too much communication and too much waiting around for other people, which delays your ability to build new products, to actually the limiting factor is going to be great leaders. We were able to identify some brilliant managers. They turned out to be notoriously difficult to find in sufficient numbers, even at Amazon. Great team leaders proved to be rarities. Another way to think about that is great anything is rare. The limiting factor here is great leadership. And then the second part of that is they have to work on this full-time. They cannot do anything else. This is just a fantastic line on why. The best way to fail at inventing something is by making it somebody's part-time job. And so the problem that they were trying to solve and the vision they had was how to move faster and remove dependencies. But what they also realized once this was in place that ownership and accountability are much easier to establish under the single threaded leader model. And why? Because Jeff Bayes”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“So, the building of those brand new features and products faster is unbelievably important. And one way to do that is through this Amazon innovation called single-threaded leadership. Autonomous teams are built for speed. We must move faster. Then he ties this to everything. This is one of my favorite things he's ever said. This is Jeff on decision making speed. And once you hear the way he thinks about this, you understand why he keeps emphasizing, prioritizing, and repeating the need for speed. And this is from his 2016 shareholder letter. Jeff suggested that most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, he said, in most cases, you're probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you're good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure. And what's fascinating is once you apply this idea.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“How to remove them. Why? These largely independent teams could now do their work in parallel. Before you had two teams waiting on each other, now you have two teams working continuously, right? These largely independent teams can now do their work in parallel instead of coordinating better. They could coordinate less and build more. Now, why is that? Why is fixing this so important, right? And this is an entire chapter dedicated to this. And if you really think about what they're saying here, it's like the reason that fixing this is so important is because less coordination means more building. More building means more experimenting. More experimenting leads to more unpredictable but lucrative products. There's a sentence a couple pages earlier that I think relates to everything, time and time again. Think about how many freaking products are inside Amazon, right? What they're about to tell us is very valuable. Time and time again, we learn that customers would behave in ways we hadn't imagined, especially for brand new features or products getting”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“He suggested that each software team should build and clearly document a set of application program interfaces, so APIs, what everybody calls APIs, right? For all the services that they offer, an API is a set of routines, protocols, and tools for building software applications, and defining how software components should interact. Jeff's vision was that we needed to focus on loosely coupled interaction via machines through well-defined APIs rather than via humans through emails and meetings. This would free each team to act autonomously and move faster. Okay, so two things. One, you got to stick with me because it's remarkable how all of Jeff's ideas fit together and how the logic is cohesive and everything relates, one thing relates to another. But the second thing is, if you don't already own this book, I'm going to highly recommend that you buy it. It's a no-brainer. I think I paid like 20 bucks for it. But now he's going to go into why this is so important a few pages later. Jeff insisted that instead of finding new and better ways to manage our dependencies, we figure out”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“And so this is the solution they come up with. This answer lies in an Amazon Innovation called single threaded leadership. So let me define single threaded leadership. They say it's been one of Amazon's most useful inventions. The basic premise is that for each project, there is a single leader whose focus is that project and that project alone. And that leader oversees teams of people whose attention is similarly focused on that one project. And so this is a main point that they're going to come back to over and over and over again that everyone in your company should work on one thing only full time. I saw a very similar idea.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Very first employee said, You must have experience designing and building large and complex systems, and you should be able to do it in about one third the time that most competent people think possible. And so that idea that he repeats over and over again is the fact that speed matters in business. And so he's constantly looking for ways to remove blocks that slow down the speed at which his company can move. And so he comes up with this idea, which I'll get to in one minute, which is called single threaded leadership. So he says, The organization that moves faster will innovate more simply because it's able to conduct a higher number of experiments per unit of time. Yet many companies find themselves struggling against their own bureaucratic drag, which appears in the form of layer upon layer of permission, ownership, and accountability all working against fast, decisive forward progress. So that is the problem that Amazon's encountering and that almost every other company is going to encounter.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“They'd say, hey, we're going to send this U.S. Postal First Class mail. You might get it in about a week. Then once you place the order, you would get an email from Amazon saying, hey, we upgraded you for free and you should have your item within two to three business days. People love this. Under promise, over deliver. This is one response from a customer that Jeff particularly liked. This was called out as a complimentary upgrade in the shipment confirmation email. Thank you emails for the upgrading included one that read, quote, you guys are going to make a billion dollars. When Jeff saw that, he roared with laughter and then printed out a copy to take back to his office. There's so many people that work with Jeff that actually describe him the same way. They say he's relentless. He has unreasonably high standards, and he prioritizes speed. And so he has a genius idea on organizing groups within your company. But I think it could be traced back actually to the very first job description, the very first ad he ran for Amazon employees. And so it says, the job description that he wrote.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Things done, and he began to instill guiding principles like customer obsession and unrelentingly high standards into every small step his team took Jeff had one simple rule it has to be perfect he'd remind his team that one bad customer experience would undo the goodwill of hundreds of perfect ones. So if you've ever read Jeff's shareholder letters, you already know these principles. He identified them from the very beginning and repeats them over and over again. I made, I think, three episodes now on Jeff's shareholder letters. I'll leave them all linked in the show notes if you haven't listened to them. But the principles he would repeat are customer obsession, innovation, frugality, personal ownership, bias for action, high standards, under promising and over-delivering. In fact, talks about in the book that the fact he would prove reed all the customer service emails. And so one thing that he wanted to do at the very beginning, speaking of underpromising and over-delivering, is when you go to buy something on the website,”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Handpick core two, try to find and pursue a once in a lifetime opportunity, and then the third thing that he's going to repeat over and over again for the next 20 years is that a company can be a fast follower, they can copy, they can imitate, or they can innovate. He repeats over and over again, Amazon is here to innovate. We are here to create new and compelling experiences that did not yet exist. The hands-on nature of Jeff Bezos at the beginning and really throughout the entire book cannot be understated. In the very early days of the company, when it consisted of a handful of people working out three small rooms, there was no formal leadership principles because Jeff was the leadership principles. He wrote the job descriptions. He interviewed the candidates. He packed and shipped boxes and read every email that went out to customers, taking part in every aspect of the business allowed him to communicate the Amazon philosophy informally to the relatively small group of employees. Jeff was never shy about how you want to.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Jeff to making key decisions in this book. I can do so because I often directly asked him for his specific thinking behind his insights. And the reasoning behind them was often more illuminating than the insights themselves. And as that bee like Howard Hughes' story illustrates, Jeff is a masterful communicator. He's able to identify a handful of principles that are important to him in the building of his company, and then he finds ways to teach those principles and to repeat those principles for everybody inside the company. And so they make the point at the very beginning of a company, the founder is the culture. The founder is the one that's teaching everybody the principles. So it says Amazon opened for business in July 1995, staffed by a handful of people handpicked by Jeff Bezos. He decided that getting in on the growth of the internet was a once-in-a-lifetime opportunity. So he gave up his lucrative and promising career. He wanted to create a new and compelling experience for customers. So there's just a few things to get started, a few traits to get started.”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source
“Was an excerpt from the book that I'm going to talk to you about today, which is Working Backwards, Insights, Stories, and Secrets from Inside Amazon, and it was written by Colin Breyer and Bill Carr. This is the second time I've read this book, and I think this book is actually perfect to giving you an idea of what it was like working with Jeff Bezos. The two co-authors actually worked with Jeff for a combined 27 years. And one of the co-authors, Colin, was actually Jeff's shadow, went everywhere with him, every single meeting for two straight years. And so the purpose of this episode is going to mirror the purpose of the book where they said this book is primarily about showing you some of the unique principles and processes that Amazon, with enough detail that you'll be able to implement them if you choose to. And most of my notes and highlights are ideas directly from Jeff. And what makes this book so special and what I really want to focus on today? Obviously Jeff's brilliant. He's going to have a lot of fascinating ingenious level insights, but he also explains the reason behind his insights. So he says, when I write about what led...”
2023-09-21 · Founders · #321 Working with Jeff Bezos · IDENTIFIED FROM THE TRANSCRIPT · source