X

我们使用cookie,以确保适合你的经验

我们用饼干和其他跟踪技术来提高你的浏览体验在我们的网站上,显示个性化内容和有针对性的广告,分析网站流量,并理解我们的观众来自哪里。你也可以阅读我们的隐私政策,我们使用cookie来确保你在我们的网站上的最好的体验。

选择我接受,或继续在网站上,你同意我们使用饼干和条款和条件。

得到应用
\"\"Amazon<\/a> pulled in a whopping $19.7 billion in revenue last quarter. The company’s on track to employ drones, build phones, stream music, and sell groceries. This presents us with a question: What kind of lunacy is required to build a company of 90,000 people that made $61 billion in sales last year?
\n
\nIt seems to have something to do with the argumentativeness of its chief executive , whose shaped a culture that’s been called “deliberately adversarial” and “Darwinian.” So how does that “constant friction” lead to massive success? How could having a leader who thinks that “communication is terrible” lead to such massive growth? Since Amazon is famously cagey with reporters, we sifted through interviews with former employees to find a few clues about the culture inside the Everything Store. Here are a handful.
\n
\nYou don't rely on someone to look out for you<\/strong>
“It’s a pretty brutal Darwinian atmosphere,” said Shel Kaphan, who was the company’s first employee, in an interview with the Financial Times<\/a>. Kaphan left the company in 1999. “Nobody above you is really looking out for you,” he says. “It’s not: What can this organization do to support you? It’s : You are responsible , you have to perform, or you will be out.”
\n
\nYou only hire people who are better than you<\/strong>
\nNadia Shouraboura used to be Amazon’s head of supply chain — now she’s the CEO of Hointer, a retail tech startup. Her biggest takeaway: hire maximally. “It was very simple,” she said at a recent panel. “Find somebody that’s smarter than you are, then get together with six to eight other Amazonians and the prospect has to be smarter than everyone else. It’s great if you’re a manager because if you hire smart people, you look really smart.”
\n
\nYou learn to back up your story<\/strong>
\nThe Amazon corporate culture is famous for thriving on conflict. “It’s not a luvvy dubby work environment,” says Manfred Bluemel, former head of corporate market research at Amazon. “You need to know your stuff and you need to have numbers to back it up … If you don’t understand the details of your business you are going to fail.” That same “deliberately adversarial” culture was seen by Shouraboura, the former head of supply chain. “When everybody’s arguing and fighting and not afraid to talk, the end decision will be the best one,” she said.
\n
\nYou ask \"why?\" five times<\/strong>
\nWhen something goes wrong at Amazon, the team asks why that happened five times, showing the causal chain between a mechanical error and the human decisions behind it. The technique comes from Taiichi Ohno, the man behind the Toyota Production System, which has been rebranded as “Lean” in Western business parlance. For an example of the five whys in practice, see how Amazon used the technique to figure out why a worker was injured on a production line.
\n
\nYou get frugal<\/strong>
Frugality is front and center in Amazon’s leadership principals. One example: Amazon will only fly you — even if you’re a senior exec — in economy<\/a> class. Anything upmarket will come from your wallet. “If you’re flying everyone Business and First Class to meet customers, it’s a pretty substantial expense, and none of that benefits customers,” says Amazon Web Services<\/a> Senior VP Andy Jassy.
\n
\nYou make your decisions with data<\/strong>
\n“Bezos proliferated data as the absolute decision maker,” one-time Amazon data scientist Dave Selinger said in an interview. Selinger is now CEO of big data startup RichRelevance, which provides an Amazon-like recommendation engine to companies and their users. His takeaway: use data to make your decisions rather than relying on feelings. “We’re applying that to create bottoms up innovation through data,” he says. “It’s hard to argue with results.”\n\n<\/body>","next_sibling":[{"msid":36897815,"title":"Asus' smartphone ZenFone to hit Indian market next month","entity_type":"ARTICLE","link":"\/news\/devices\/asus-smartphone-zenfone-to-hit-indian-market-next-month\/36897815","category_name":null,"category_name_seo":"devices"}],"related_content":[],"msid":36881811,"entity_type":"ARTICLE","title":"6 things you learn from arguing with Amazon CEO Jeff Bezos","synopsis":"What kind of lunacy is required to build a company of 90,000 people that made $61 billion in sales last year?","titleseo":"devices\/6-things-you-learn-from-arguing-with-amazon-ceo-jeff-bezos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"Business Insider","artdate":"2014-06-20 20:10:48","lastupd":"2014-06-20 20:10:48","breadcrumbTags":["Amazon","economy","the Financial Times","Amazon Web Services","Devices","Jeff Bezos What"],"secinfo":{"seolocation":"devices\/6-things-you-learn-from-arguing-with-amazon-ceo-jeff-bezos"}}" data-authors="[" "]" data-category-name="Devices" data-category_id="12" data-date="2014-06-20" data-index="article_1">

6你从争论与亚马逊CEO杰夫·贝佐斯

什么样的精神失常需要构建一个90000人的公司,去年赚了610亿美元的销售额?

  • 发表在2014年6月20日08:10点坚持
亚马逊上季度收入高达197亿美元。公司有望使用无人机,构建手机,流音乐,卖杂货。这给我们一个问题:什么样的精神失常需要构建一个90000人的公司,去年赚了610亿美元的销售额?

似乎与argumentativeness的首席执行官,他塑造了一种文化,被称为“故意对抗”和“达尔文式的。”那么,如何不断的摩擦导致大规模成功?怎么可能有一个领导者认为“沟通是可怕的”导致大规模增长?由于亚马逊是著名的谨慎与记者,我们筛选采访前雇员找到一些线索所有商店内的文化。这是少数。

你不要依赖别人来寻找你
“这是一个非常残酷的达尔文主义的气氛,”谢尔Kaphan说,他是该公司的第一个员工,在一次采访中英国《金融时报》。1999年Kaphan离开了公司。“上面没人,你是真的在寻找你,”他说。“这不是:这个组织能做些什么来支持你?:你是负责任的,你必须执行,否则你会。”

你只雇佣比你更好的人
Nadia Shouraboura曾是亚马逊的供应链——现在她Hointer的CEO,零售科技创业公司。她最大的导读:雇佣最大限度。“这很简单,”她说在最近的一次面板。“找到一个比你聪明,然后用六到八聚在一起其他亚马逊和前景必须比其他人聪明。这是伟大的如果你是一个经理,因为如果你雇佣聪明的人,你看起来很聪明。”

你学会你的故事
亚马逊的企业文化蓬勃发展的冲突而闻名。“这不是一个luvvy dubby工作环境,”曼弗雷德Bluemel说,亚马逊前企业市场研究主管。“你需要知道你的东西,你需要数据来支持它…如果你不理解您的业务的细节你会失败。故意敌对的“相同的文化被Shouraboura,供应链的前负责人。“当每个人的争吵和打斗,而不是害怕说话,最终决定将是最好的一个,”她说。

你问“为什么?”五次
在亚马逊出现问题时,团队问为什么,发生了五次,显示之间的因果链机械误差和其背后的人类决策。技术来自大野耐一,丰田生产系统,背后的人已改名为“精益”在西方商业的说法。5个为什么的一个例子在实践中,看到亚马逊使用这项技术找出为什么生产线上的工人受伤。

你节俭
节俭是亚马逊的前面和中心领导主体。一个例子:亚马逊只会飞你-即使你高级执行经济类。什么高档将来自你的钱包。“如果你每个人的商务舱和头等舱飞往满足客户,这是一个相当可观的费用,客户并没有好处,”说亚马逊网络服务高级副总裁安迪雅西。

你做决策的数据
”贝佐斯激增数据作为绝对的决策者,“一次性亚马逊数据科学家大卫其密封在一个采访中说。其密封现在RichRelevance咨询公司首席执行官的大数据,它提供了一个和亚马逊一样的推荐引擎公司和他们的用户。他的结论:使用数据做出你的决定而不是依靠的感觉。“我们通过数据应用,创建干杯创新,”他说。“很难反驳的结果。”
  • 发表在2014年6月20日08:10点坚持
是第一个发表评论。
现在评论

评论

现在评论 阅读评论(1)

加入2 m +行业专业人士的社区

订阅我们的通讯最新见解与分析。乐动扑克

下载ETTelec乐动娱乐招聘om应用

  • 得到实时更新
  • 保存您最喜爱的文章
扫描下载应用程序
\"\"Amazon<\/a> pulled in a whopping $19.7 billion in revenue last quarter. The company’s on track to employ drones, build phones, stream music, and sell groceries. This presents us with a question: What kind of lunacy is required to build a company of 90,000 people that made $61 billion in sales last year?
\n
\nIt seems to have something to do with the argumentativeness of its chief executive , whose shaped a culture that’s been called “deliberately adversarial” and “Darwinian.” So how does that “constant friction” lead to massive success? How could having a leader who thinks that “communication is terrible” lead to such massive growth? Since Amazon is famously cagey with reporters, we sifted through interviews with former employees to find a few clues about the culture inside the Everything Store. Here are a handful.
\n
\nYou don't rely on someone to look out for you<\/strong>
“It’s a pretty brutal Darwinian atmosphere,” said Shel Kaphan, who was the company’s first employee, in an interview with the Financial Times<\/a>. Kaphan left the company in 1999. “Nobody above you is really looking out for you,” he says. “It’s not: What can this organization do to support you? It’s : You are responsible , you have to perform, or you will be out.”
\n
\nYou only hire people who are better than you<\/strong>
\nNadia Shouraboura used to be Amazon’s head of supply chain — now she’s the CEO of Hointer, a retail tech startup. Her biggest takeaway: hire maximally. “It was very simple,” she said at a recent panel. “Find somebody that’s smarter than you are, then get together with six to eight other Amazonians and the prospect has to be smarter than everyone else. It’s great if you’re a manager because if you hire smart people, you look really smart.”
\n
\nYou learn to back up your story<\/strong>
\nThe Amazon corporate culture is famous for thriving on conflict. “It’s not a luvvy dubby work environment,” says Manfred Bluemel, former head of corporate market research at Amazon. “You need to know your stuff and you need to have numbers to back it up … If you don’t understand the details of your business you are going to fail.” That same “deliberately adversarial” culture was seen by Shouraboura, the former head of supply chain. “When everybody’s arguing and fighting and not afraid to talk, the end decision will be the best one,” she said.
\n
\nYou ask \"why?\" five times<\/strong>
\nWhen something goes wrong at Amazon, the team asks why that happened five times, showing the causal chain between a mechanical error and the human decisions behind it. The technique comes from Taiichi Ohno, the man behind the Toyota Production System, which has been rebranded as “Lean” in Western business parlance. For an example of the five whys in practice, see how Amazon used the technique to figure out why a worker was injured on a production line.
\n
\nYou get frugal<\/strong>
Frugality is front and center in Amazon’s leadership principals. One example: Amazon will only fly you — even if you’re a senior exec — in economy<\/a> class. Anything upmarket will come from your wallet. “If you’re flying everyone Business and First Class to meet customers, it’s a pretty substantial expense, and none of that benefits customers,” says Amazon Web Services<\/a> Senior VP Andy Jassy.
\n
\nYou make your decisions with data<\/strong>
\n“Bezos proliferated data as the absolute decision maker,” one-time Amazon data scientist Dave Selinger said in an interview. Selinger is now CEO of big data startup RichRelevance, which provides an Amazon-like recommendation engine to companies and their users. His takeaway: use data to make your decisions rather than relying on feelings. “We’re applying that to create bottoms up innovation through data,” he says. “It’s hard to argue with results.”\n\n<\/body>","next_sibling":[{"msid":36897815,"title":"Asus' smartphone ZenFone to hit Indian market next month","entity_type":"ARTICLE","link":"\/news\/devices\/asus-smartphone-zenfone-to-hit-indian-market-next-month\/36897815","category_name":null,"category_name_seo":"devices"}],"related_content":[],"msid":36881811,"entity_type":"ARTICLE","title":"6 things you learn from arguing with Amazon CEO Jeff Bezos","synopsis":"What kind of lunacy is required to build a company of 90,000 people that made $61 billion in sales last year?","titleseo":"devices\/6-things-you-learn-from-arguing-with-amazon-ceo-jeff-bezos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"Business Insider","artdate":"2014-06-20 20:10:48","lastupd":"2014-06-20 20:10:48","breadcrumbTags":["Amazon","economy","the Financial Times","Amazon Web Services","Devices","Jeff Bezos What"],"secinfo":{"seolocation":"devices\/6-things-you-learn-from-arguing-with-amazon-ceo-jeff-bezos"}}" data-news_link="//www.iser-br.com/news/devices/6-things-you-learn-from-arguing-with-amazon-ceo-jeff-bezos/36881811">