他们
杰夫·贝索斯接受了莱克斯·弗里德曼的播客采访
杰夫·贝索斯接受了莱克斯·弗里德曼的播客采访
1998年：贝索斯致股东信《保持对客户的恐惧》
1998年：贝索斯致股东信《保持对客户的恐惧》
如果我们仅仅让技术停留在某些研发部门，那么我们在技术上的所有投入都会变得毫无意义，但我们不会这么做。我们将技术应用到我们所有的团队、流程、决策，以及每项业务创新，它深深地渗透到我们所做的每件事中。
2012年：贝索斯致股东信《长远思考才能做到不可能的事情》
2016年：贝索斯致股东信《每天都要像创业的第一天那样》
As a kid， I spent my summers with my grandparents on their ranch in Texas. I helped fix windmills， vaccinate cattle， and do other chores. We also watched soap operas every afternoon， especially "Days of our Lives." My grandparents belonged to a Caravan Club， a group of Airstream trailer owners who travel together around the U.S. and Canada. And every few summers， we'd join the caravan. We'd hitch up the Airstream trailer to my grandfather's car， and off we'd go， in a line with 300 other Airstream adventurers. I loved and worshipped my grandparents and I really looked forward to these trips. On one particular trip， I was about 10 years old. I was rolling around in the big bench seat in the back of the car. My grandfather was driving. And my grandmother had the passenger seat. She smoked throughout these trips， and I hated the smell.
I strongly believe that missionaries make better products. They care more. For a missionary， it's not just about the business. There has to be a business， and the business has to make sense， but that's not why you do it. You do it because you have something meaningful that motivates you.
I ask senior leaders to not do anything unless they're willing to do it for 10 years.
When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.
We recently greenlit a particular Amazon Studios original. I told the team my view: debatable whether it would be interesting enough, complicated to produce, business terms aren't that good, we have lots of other opportunities. They had a completely different opinion and wanted to go ahead. I wrote back right away with 'I disagree and commit and hope it becomes the most watched thing we've ever made.' Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment.
Day 2 companies make high-quality decisions, but they make high-quality decisions slowly. To keep the energy and dynamism of Day 1, you have to somehow make high-quality, high-velocity decisions.
I strongly believe that missionaries make better products. They care more. For a missionary, it's not just about the business. There has to be a business, and the business has to make sense, but that's not why you do it. You do it because you have something meaningful that motivates you.