When did you figure it out, and what did you do? Insist on the Highest Standards Leaders have relentlessly high standards — many people may think these standards are unreasonably high.
However, leaders are continually raising the bar and driving their teams to deliver high-quality products, services, and processes. In addition, leaders ensure that defects do not get sent down the line and that problems are fixed, so they stay fixed. Think Big Thinking small is a self-fulfilling prophecy. Instead, leaders create and communicate a bold direction that inspires results.
They think differently and look around corners for ways to serve customers. Amazon Interview Questions on Think Big Tell me about your proudest professional achievement Tell me about a time when you went way beyond the scope of the project and delivered. Bias for Action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Amazon Interview Questions on Bias for Action Describe a time when you saw some problem and took the initiative to correct it rather than waiting for someone else to do it Tell me about a time when you took a calculated risk.
What did you do? Frugality Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size or fixed expense. Amazon Interview Questions on Frugality Tell me about a time when you had to work with limited time or resources. Earn Trust Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Instead, they benchmark themselves and their teams against the best.
Amazon Interview Questions on Earn Trust What would you do if you found out that your closest friend at work was stealing?
The Author is constantly trying to explain and excuse the tongue lashings, "beatdowns", and cross-team Darwinian survival as the essential traits, that both support the Principles and also allow Amazon. I do believe that strong leadership doesn't have to be based on war mentality. But that is a completely different topic. Finally, the two appendices one on "self-service," the other on "platformization" feel somewhat irrelevant to the topic and artificial. I don't think they contribute much to the overall narration.
Bottom line: in my taxonomy it falls under a "reference" category. It is a really good book - as long as you focus on "what" and "why" and ignore war stories. As such, I wholeheartedly recommend this book to anyone working in pretty much any capacity - not necessarily in Technology or for a large corporation.
Get this book! Work reading. A short, rather rushed introduction to the management principles that have made Amazon what it is today.
Definitely a good read, but a few more examples in some places and some deeper exploration of the ideas in some others would have made the book much better.
Still an interesting read, however, and worth the two or so hours it will take of your time. Jun 05, Jennifer rated it liked it. Again as a current employee and a Full Cycle Recruiter; reading this book didn't reveal anything I haven't already learned.
Again it was a reinforcement to the culture and now I know what most candidates read before coming in to interview with us. It's great material for background knowledge but a candidate must have some quality evidence to prove they can back-up the principals they claim they have. Feb 28, Oana rated it it was amazing. A very good business book - stands up to its title and delivers what it promises.
Also, it is clear and straightforward, no beating around the bush here. Jul 30, Viola rated it did not like it Shelves: computing , internet , capitalism , advertising , amazon-distribution-publishing. What about the wage slavery Amazon? We spoke with Polish shop-floor activists who are organizing Amazon workers for a global fightback. Press Although Amazon is based in the United States, its workforce now extends around the world. This has been used by the company to suppress wages and increase productivity through greater competition.
But there are efforts to counter that strategy, with some workers across Europe building connections and the capacity to organize together. It is still an uphill battle as Amazon creates individual contracts for its locations, doing its best to pit workers against one another not only from country to country, but from warehouse to warehouse.
Yet the efforts remain, pointing toward possibilities for the future of international organizing. Unlike established, formal unions or union federations, AWI is a shop-floor organization, which is less formalized. AM In our warehouse, there are ten thousand workers, more or less. Amazon, of course, will not admit that; they will say there are three thousand workers with the blue badge [meaning permanent workers]. AM The simple answer is: cheap labor. Workers in Poland make three times less than in other Western European countries.
We serve Amazon. Amazon used us as an additional card against workers organizing. But because of different regulations, national laws, and so on, there are differences between organizing in Poland and Germany. So, that is all part of the objective reasons for its expansion here: the low labor costs and the precarity of employment in Poland. Here, Amazon has more ways to put pressure on workers regarding meeting quotas. MM In , we got information that German workers were on strike.
So, we organized slow-down actions. We paid heavily for that: a few workers were fired, and some workers still remember that, so they are more scared of organizing such actions. But we are still organizing and we are still together with German workers. For example, we recently wrote a common leaflet, stating that we demand more or less the same wages.
The issue of wages is very important for us because Polish people work overtime because they get such low wages. Working overtime is popular among Polish workers and according to statistics, we are one of the nations in Europe that works the largest number of hours. So we demand higher wages, and our colleagues in Germany support us because they know that when they are on strike, Polish people — because of the economic situation — are forced to work overtime, and because of that, their strikes have less power.
Talk about the tactics Amazon is employing, including saddling some countries with more degrading work. MM The company cannot utilize products that customers return, so they send them from other countries to Poland. It was very effective, especially during the pandemic, when we had common demands.
At that time, we saw how powerful we are when we act together. So, we exchange that information, we try to create common demands, and we also try to organize common actions and support each other during strikes. We have different laws, so we have to use different means of struggle. So, they organized blockages in front of our warehouse. In other countries, workers are allowed to go on strike, so they go on strike.
This way, we try to put pressure on Amazon. We have to develop it, otherwise Amazon will always be much, much stronger than we are. The workers involved are all part of individual local unions, but the group itself is more fluid. AM Amazon Workers International is not a formal organization, and we try to keep it like that. But also, as an outsider, you cannot really grasp the moment when workers get organized, because often there is spontaneous resistance.
You have to know when you can get together with others, when there are moments in the circulation of goods when the organizing of workers can economically hurt the company, because this is the moment when they will listen to us.
So it was a question of only a few hours, from when this information started circulating and people started to exchange information about it. Thank you, for helping us keep this platform clean. The editors will have a look at it as soon as possible.
Delete template? Cancel Delete. Cancel Overwrite Save. Don't wait! Try Yumpu. Get BOOK. Summary The Amazon Way. Summary: The Amazon Way. These fourteen leadership principles include. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop other leaders and take seriously their role in coaching others. Leaders have relentlessly high standards, so high that many people may think these standards are unreasonably high.
Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Speed matters in business.
Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
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