> In cases of normal business operation, normal corporate management, delegation, and accountability techniques generally work quite well. Decisions are extensively researched and weighed before being taken. Doing things right, not quickly, is the goal here.
In Amazon’s case, the opposite is heavily encouraged. Here is one of their “leadership principles”:
> Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
Of course, there are other principles like “Dive Deep” and “Be Right A Lot” that balance this out, but Amazon is definitely tuned for speed of decision-making.
If anything, I would take the opposite side of this change as the real indicator. In normal circumstances, Amazon does what it does well enough for Jeff to deep-dive into specifically interesting projects while the S-Team (the executives reporting to Jeff) are trusted to run the company day-to-day. We are in far from normal circumstances now.
> In cases of normal business operation, normal corporate management, delegation, and accountability techniques generally work quite well. Decisions are extensively researched and weighed before being taken. Doing things right, not quickly, is the goal here.
In Amazon’s case, the opposite is heavily encouraged. Here is one of their “leadership principles”:
> Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
Of course, there are other principles like “Dive Deep” and “Be Right A Lot” that balance this out, but Amazon is definitely tuned for speed of decision-making.
If anything, I would take the opposite side of this change as the real indicator. In normal circumstances, Amazon does what it does well enough for Jeff to deep-dive into specifically interesting projects while the S-Team (the executives reporting to Jeff) are trusted to run the company day-to-day. We are in far from normal circumstances now.