Headline, April 16 2022/ ''' '' THE -AMAZON COMPANY- TAP '' '''

''' '' THE -AMAZON

 COMPANY- TAP '' '''

AMAZON : THE EVERYTHING COMPANY. AND.... ANDY JASSY - WHO speaks in quiet tones and moves through Amazon's Seattle headquarters in jeans, untucked button-downs, and sneakers appears to be the polar opposite of his predecessor-

Who over the years transformed into a larger-than-life billionaire. But now it's Jassy who's nevertheless managing an ever expanding empire.

WITH A $1.7 trillion valuation and a global workforce of 1.6 million, Amazon's reach is nothing short of colossal. It delivers next-day provisions to your doorstep and serves up millions of daily video streams that will soon include live NFL games and a new Lord of the Rings series.

Amazon Web Services - the biggest cloud-computing provider on the planet - powers myriad other companies, including its biggest streaming competitor, Netflix.

And then there's Amazon's global logistics business, its brick-and-mortar stores [ including Whole Foods ], and a telemedicine service - not to mention Amazon Games and Amazon Music.

WHAT'S NEXT? Where does it stop? Does Amazon make sense as a single company? Jassy, 54, has been grappling with these questions since taking over as chief executive last summer.

Where some may see a chaotic conglomeration of dissimilar businesses, Jassy - Jeff Bezo's hand-picked successor - says he sees one company, unified by a single purpose, with no end to its potential expansion.

''There are businesses what we just haven't started yet that have, I think, a real opportunity to change what's possible,'' says Jassy, who recently spoke to TIME about what drives him - and Amazon - to keep reaching.

Q.- What's it like taking over for such an iconic founder and leader? And how are you able to put your own stamp on how the company is run?

I have an incredible amount of respect for Jeff, but I haven't thought of this opportunity in the context of following an icon or needing to put a stamp on the CEO role.

In the context in which I started in the role, we were in the middle of the global pandemic, and whatever role we thought Amazon played in the world pretty significantly changed, with respect to getting PPE, to getting food, clothing, all sorts of items people needed to be comfortable.

We grew two or three times faster than we expected because so many things were shut down. We built a fulfillment-center footprint over the first 25 years of Amazon that we had to double in 24 months. So, you don't expect to do that and you don't plan to do that.

Q.- The company touches our lives in so many ways, and you're in so many businesses. How do you define what Amazon is right now?

We exist to make customers' lives better, and we think about it as needing to relentlessly invent to make that so.

When I arrived at Amazon in 1997, we sold books. But it was clear from the start that we had the opportunity to help customers accomplish a lot more than just finding and discovering great books.

If there's a customer experience that, if we fixed it, could be a large, meaningful business for the company, we will pursue it. Even if it has very little to do with our existing businesses.

Q.- OK, but how are you able to manage such a big, sprawling company?

We operate in a decentralized fashion where there's a lot of autonomy and a lot of ownership. It starts with having great leaders.

And then I think a big piece of a company scaling - not just in size, but across a lot of geographies and customer experiences - has to do with the culture inside the company. You can't flip a switch and have that happen.

Q.- How do you get speed out of a big organization like this?

Speed is not preordained. It's very much a leadership decision and a cultural decision. There are a few ways that you can speed [up]. The first is if you organize in a decentralized fashion where businesses don't have to constantly be coordinating with one another.

The second thing is making sure that you identify which are the one-way-door decisions and which are the two-way-door decisions. The two-way-door-decisions means that if you get it wrong, you can walk back through that door and just stop doing it.

And there are many more two-way-door decisions than there are one-way-door-decisions. The one -way-door-decisions are : If you get this wrong, it is either impossible or very difficult to walk back.  Those you have to go a little slower on, but those are much fewer of the decisions that you make.

In a decentralized culture, let the team know that they have the green light to go quickly on two-way-door decisions. And then for the few one-way-door decisions, find a way to make those decisions fast too.

The Honour and Serving of the Latest Global Operational Research on Philosophy, Management, and  Titan Companies, continues. The World Students Society thanks author John Simons.

With respectful dedication to the World Consumers, Students, Professors and Teachers of the world. See Ya all prepare and register for Great Global Elections on The World Students Society : wssciw.blogspot.com and Twitter - !E-WOW! - The Ecosystem 2011 :

Good Night and God Bless

SAM Daily Times - the Voice of the Voiceless


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