Bezonomics

Bezos requires robust six page narratives over slide decks in meetings. Teams labor intensively on these papers to convey their proposal completely.

Bezos absorbs details and anticipates issues. The process surfaces flaws early. Big innovations like Prime survived this gauntlet of critical review.

Bezos built an inner circle of loyal, long-tenured executives called the S-Team. They share his values, question assumptions and run core businesses.

Bezos signals they could replace him, providing continuity. He even has S-Team mentors to coach him on deficiencies.

Like Steve Jobs, Bezos occasionally erupts in angry outbursts at unprepared staff. He demands brutal honesty. While traumatic, these "nutters" are strategic.

He pushes people to their cognitive limits resulting in a loyal, battle-tested team.

Bezos takes the long view, thinking in decades and centuries. He developed this perspective early reading about outer space and timescales.

He trains employees and investors to have long-term patience and not sacrifice the future for quick profits.

Bezos is willing to make big bets, but they are educated risks, not reckless gambles.

Ventures like the Fire Phone failed, but Amazon gained insights it applied elsewhere.

Bezos mitigates risk through testing and iteration. Big bets pay off over time.

The Amazon flywheel represents an endless loop of value that propels growth.

• Lower costs attract more shoppers and sellers.
• This generates data to improve AI and services further reducing costs.
• Amazonians constantly innovate to accelerate the flywheel's momentum.

• Prime's convenience hooks members to one-click buying and fast shipping.
• They grow addicted and brand loyal.
• Prime's selection and original content enriches the ecosystem.
• Members are insensitive to price.
• Amazon lavishes attention and investment to keep them satisfied and loyal.

Amazon pursues revolutionary innovation like 1-click buying, Prime Video, Alexa and cashier-less retail.

Bezos believes in disruptive change over incremental gains. He is willing to wait years for big breakthroughs.

Slow progress is still progress if the end vision is revolutionary.

Automation and AI like Amazon Go stores will displace retail jobs. Amazon pays for training, but many may turn to Universal Basic Income.

To survive, people can sell products on Amazon Marketplace, but algorithmic Amazon competes there too.

The future of work is uncertain.

Despite strengths, Amazon has weaknesses to exploit.

• It can't offer truly personalized service at scale or all products.
• Commoditization diminishes its brand power.
• Competitors can differentiate with niche selection, high-touch service and customization - like Best Buy's Geek Squad.