by Mike Masnick

Filed Under:
details, innovation, jeff bezos, risks, vision


Jeff Bezos On Innovation: Stubborn On Vision; Flexible On Details

from the nicely-done dept

For years, I've been fascinated by Jeff Bezos' ability to make big risky decisions for Amazon and stand up to intense investor pressure to go in a different direction. While everything may seem rosy at Amazon these days, for years, it was amazing to see just how much investor animosity there was towards some of Bezos' moves. For years -- quite by design -- the company focused on growth and expansion over profitability, earning complaints from investors. Then Amazon focused on expanding its free shipping program, which drew the ire of investors who thought it was costing the company too much. But Amazon stuck with these efforts and became the dominant player in the field. More recently, it's done things that left some investors scratching their heads, such as the whole Amazon Web Services effort, and even the early Kindle effort -- and yet both have proven to be quite successful.

Geekwire notes that at the latest Amazon shareholder meeting, Bezos got almost the exact opposite question from those he used to get concerning these sorts of things, from Evan Jacobs, questioning if Amazon wasn't taking enough risks. Bezos' answer is fantastic for anyone who thinks about innovation these days, and wants to make big bets, rather than go for the quick flip:
In a way, that is like the nicest compliment I’ve ever gotten. First of all, I think we have gotten pretty lucky recently. You should anticipate a certain amount of failure. Our two big initiatives, AWS and Kindle — two big, clean-sheet initiatives — have worked out very well. Ninety-plus percent of the innovation at Amazon is incremental and critical and much less risky. We know how to open new product categories. We know how to open new geographies. That doesn’t mean that these things are guaranteed to work, but we have a lot of expertise and a lot of knowledge. We know how to open new fulfillment centers, whether to open one, where to locate it, how big to make it. All of these things based on our operating history are things that we can analyze quantitatively rather than to have to make intuitive judgments.

When you look at something like, go back in time when we started working on Kindle almost seven years ago…. There you just have to place a bet. If you place enough of those bets, and if you place them early enough, none of them are ever betting the company. By the time you are betting the company, it means you haven’t invented for too long.

If you invent frequently and are willing to fail, then you never get to that point where you really need to bet the whole company. AWS also started about six or seven years ago. We are planting more seeds right now, and it is too early to talk about them, but we are going to continue to plant seeds. And I can guarantee you that everything we do will not work. And, I am never concerned about that…. We are stubborn on vision. We are flexible on details…. We don’t give up on things easily. Our third-party seller business is an example of that. It took us three tries to get the third-party seller business to work. We didn’t give up.

But. if you get to a point where you look at it and you say look, we are continuing invest a lot of money in this, and it’s not working and we have a bunch of other good businesses, and this is a hypothetical scenario, and we are going to give up on this. On the day you decide to give up on it, what happens? Your operating margins go up because you stopped investing in something that wasn’t working. Is that really such a bad day?

So, my mind never lets me get in a place where I think we can’t afford to take these bets, because the bad case never seems that bad to me. And, I think to have that point of view, requires a corporate culture that does a few things. I don’t think every company can do that, can take that point of view. A big piece of the story we tell ourselves about who we are, is that we are willing to invent. We are willing to think long-term. We start with the customer and work backwards. And, very importantly, we are willing to be misunderstood for long periods of time.

I believe if you don’t have that set of things in your corporate culture, then you can’t do large-scale invention. You can do incremental invention, which is critically important for any company. But it is very difficult — if you are not willing to be misunderstood. People will misunderstand you.

Any time you do something big, that’s disruptive — Kindle, AWS — there will be critics. And there will be at least two kinds of critics. There will be well-meaning critics who genuinely misunderstand what you are doing or genuinely have a different opinion. And there will be the self-interested critics that have a vested interest in not liking what you are doing and they will have reason to misunderstand. And you have to be willing to ignore both types of critics. You listen to them, because you want to see, always testing, is it possible they are right?

But if you hold back and you say, ‘No, we believe in this vision,’ then you just stay heads down, stay focused and you build out your vision.
That idea of willing to be misunderstood for a long time really has been the key to Amazon's success, and Bezos' ability to stand up to investors who regularly called for changes in strategy and to focus on the long-term has really paid off. In this age when "pivot" has become a buzzword in the startup community (there's even a whole conference on the subject), where companies completely shift strategies on whims, perhaps there's something to be said for seeing the long term game plan better than others, and sticking to it. Obviously, this doesn't mean being totally pigheaded if an idea isn't working, but Bezos' point is to be flexible on the details, but stay true to the ultimate vision you believe in. That's really, really tough for a lot of entrepreneurs to do, but it's a really important lesson to learn.

Reader Comments

Subscribe: RSS

View by: Time | Thread

  1. identicon
    Lawrence D'Oliveiro, 17 Jun 2011 @ 9:58pm

    “self-interested critics ... will have a reason to misunderstand”

    "It is difficult to get a man to understand something, when his salary depends upon his not understanding it!"

    -- Upton Sinclair

    reply to this | link to this | view in thread ]

  2. identicon
    Anonymous Coward, 17 Jun 2011 @ 10:42pm

    Focusing on short-term profit does better in the short term, but focusing on long-term profit does better in the long term.

    That should be blatantly obvious to everyone, of course, but such is sadly not the case...

    reply to this | link to this | view in thread ]

  3. identicon
    Aerilus, 18 Jun 2011 @ 12:31am

    It seems to me that as soon as a board gets control of a company and the companies goal becomes shareholder profits no thought or passion is put into a company just a lot of cpas. when the founder that built the company from the ground up on customer service and sheer force of will is no longer in control the companies lose what little magic there is in such an enterprise. look at walmart hell look at newegg whose warrenty policies ahve slowly gone down hill as they have grown (i am not even sure if they have had an ipo yet)growth seem to mean screw the customer and cater to the stock holder and that is not imo the way to build something truely great there are hundreds of examples out there. it is nice to see someone with some balls willing to take risk for reasons that go beyond the good of the shareholder at the head of a company. I seem to remember not agreeing with a few things bezos has done and i certainly don't agree with a lot of what jobbs has done but both have shown what a someone at the helm with some vision and passion can do

    reply to this | link to this | view in thread ]

  4. icon
    Qûr Tharkasdóttir (profile), 18 Jun 2011 @ 5:55am

    Stubborn On Vision, Flexible On Details...

    and Sleezy On Wikileaks: haven't used a centime on Amazon ever since, discovered plenty of other sites instead.

    reply to this | link to this | view in thread ]

  5. identicon
    abc gum, 18 Jun 2011 @ 7:28am

    One Dick patent?

    reply to this | link to this | view in thread ]

  6. identicon
    kathrine134, 28 Jun 2011 @ 9:08am

    the suggestion on build out ones vision is superb , thanks

    reply to this | link to this | view in thread ]

  7. identicon
    杨程seoblog, 26 Jul 2011 @ 8:37pm



    reply to this | link to this | view in thread ]

  8. identicon
    杨程seoblog, 26 Jul 2011 @ 8:38pm



    reply to this | link to this | view in thread ]

  9. identicon
    Vincent lin, 27 Jul 2011 @ 2:38am

    just like wisdom of water

    aiming at the sea, flexible on the way

    reply to this | link to this | view in thread ]

  10. identicon
    jalimay, 27 Jul 2011 @ 2:48am

    what's the dream

    The most important thing is you must know what's the really dream for you. Don't miss in the growth of the company.

    reply to this | link to this | view in thread ]

  11. identicon
    yongmu,zhang, 27 Jul 2011 @ 3:42am


    I am a chinese student.I was very excited when I read it.
    I will learn it.

    reply to this | link to this | view in thread ]

  12. identicon, 29 Sep 2011 @ 12:56am

    OH,Thank you take the time to share these,I like you to sharing!!

    reply to this | link to this | view in thread ]

Add Your Comment

Have a Techdirt Account? Sign in now. Want one? Register here
Get Techdirt’s Daily Email
Use markdown for basic formatting. HTML is no longer supported.
  Save me a cookie
Follow Techdirt
Techdirt Gear
Shop Now: Copying Is Not Theft
Report this ad  |  Hide Techdirt ads
Essential Reading
Techdirt Deals
Report this ad  |  Hide Techdirt ads
Techdirt Insider Chat
Report this ad  |  Hide Techdirt ads
Recent Stories
Report this ad  |  Hide Techdirt ads


Email This

This feature is only available to registered users. Register or sign in to use it.