亚马逊逆向工作法
最新书摘：
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神谷圓2022-07-14亚马逊最畅销的PPT图书阐述了以下三种幻灯片。1．超过75个单词：信息密集，不适合PPT陈述——最好提前分发，会前阅读。2．50个单词左右：陈述者的“拐杖”和读稿机，往往大声地朗读而忽略了听众。3．单词数量更少：适合PPT，用于视觉强化所讲内容。陈述者必须花时间加以拓展和排练。(1)
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神谷圓2022-07-13两个比萨团队”的特征、工作流程和管理方式。• 规模小。不超过10人。• 自主性。不需要协调其他团队就可完成工作。有了基于服务的新架构，任何团队都只需要为其他团队提供发布的应用程序接口（API）。（稍后会详细地讨论这种新架构。）• 定义清晰的“适应度函数”（fitness function）评价。它是系列指标的加权总和值。例如：某个团队负责为某个产品类别新增选品，其评价方式为：a．其间新增产品的数量（权重：50%）b．这些新产品的销售量（权重：30%）c．这些新产品的页面访问量（权重：20%）• 实时监管。所有团队的“适应度函数”评价实时得分都会显示在数据面板上。• 做业务的主人。团队拥有并负责自己业务的各个方面，包括设计、技术和成果。这种范式转换杜绝了那些经常听见的借口，比如：“我们是根据那些家伙的要求创建的，完全是他们要求的产品不对。”“如果那个技术团队按照我们的要求按时交付产品，那我们就会完成业绩目标。”• 要有多学科的、出类拔萃的领导者。团队的领导者必须拥有深厚的专业技术，知道如何招聘顶尖的软件工程师和产品经理，拥有出色的商业判断力。• 财务自足。团队工作的开支自负。• 须经S-Team团队事先批准。所有“两个比萨团队”的组建，都必须获得S-Team团队的批准。同亚马逊所有重大的创举一样，这个计划当时也只是处于探索阶段。接下来的数年里，它的有些地方得以坚持，有些得到了发展，而有些则被废止。其最重要的适应性变化，值得在此详细地讨论。
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神谷圓2022-07-13所有轮番面试官的职位都应比候选人申请的职位至少低一级，面试官也不应是候选人未来的直接下属。备注：这个不知道是否有翻译错误，如果正确有点意思
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毛熠星 George2022-03-11What distinguishes Amazon is that its Leadership Principlesare deeply ingrained in every significant process and function at the company.In many cases,the principles dictate a way of thinkingor doing work that is different from the way that most compa-nies operate.As a result,newly hired Amazonians go through achallenging multimonth period of learning and adapting to thesenew methods.Because these processes and practices are embeddedin every meeting,document,decision,interview,and performancediscussion,following them becomes second nature over time.Andany employee who violates them draws attention to themselveslike a person loudly scratching their fingernails across a chalkboard.If,for example,a person spoke up at a meeting and suggested anidea that was obviously geared toward short-term c...
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毛熠星 George2022-03-11one simple rule:"It has to be perfect.He‘d remind his team that one bad customer experience would undo the goodwill of hundreds of perfect ones.
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毛熠星 George2022-03-11Our culture is four things:customerobsession instead of competitor obsession;willingness to thinklong term,with a longer investment horizon than most of ourpeers;eagerness to invent,which of course goes hand in hand with failure;and then,finally,taking professional pride in operational excellence.
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lifelibertylov2021-09-06Articulate the core elements of the company’s culture, as Amazon did with long-term thinking, customer obsession, eagerness to invent, and operational excellence.
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lifelibertylov2021-09-06The institutional no refers to the tendency for well-meaning people within large organizations to say no to new ideas. The errors caused by the institutional no are typically errors of omission, that is, something a company doesn’t do versus something it does. Staying the current course offers managers comfort and certainty - even if the price of that short-term certainty is instability and value destruction later on.
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lifelibertylov2021-09-06Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.
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lifelibertylov2021-09-06When you see an anomaly, ask why it happened and iterate with another “Why?” until you get to the underlying factor that was the real culprit.
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lifelibertylov2021-09-06Working Backwards is a systematic way to vet ideas and create new products. Its key tenet is to start by defining the customer experience, then iteratively work backwards from that point until the team achieves clarity of thought around what to build. Its principal tool is a second form of written narrative called the PR/FAQ, short for press release/frequently asked questions.
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lifelibertylov2021-09-06A switch to narratives places the team’s ideas and reasoning center stage, leveling the playing field by removing the natural variance in speaking skills and graphic design expertise that today plays too great a role in the success of presentations. The entire team can contribute to the crafting of a strong narrative, reviewing the revising it until it’s at its very best. It should go without saying - sound decisions draw from ideas, not individual performance skills.
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lifelibertylov2021-09-06“The best way to fail at inventing something is by making it somebody’s part-time job.”
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lifelibertylov2021-09-06Another of Jeff’s frequent exhortations to his small staff was that Amazon should always underpromise and overdeliver, to ensure that customer expectations were exceeded.
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lifelibertylov2021-09-06In a talk at the 2018 Air, Space and Cyber Conference, Jeff described Amazon this way: “Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.” (xi)
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神谷圓2022-07-10杰夫都坚持一个简单的原则：“必须做到完美。”他提醒团队：一次糟糕的客户体验会抵消数百次完美的客户体验杰夫还经常告诫他的小团队：亚马逊要永远少承诺、多交付，以确保超过客户的期望