- 8,99 €
'Essential for any leader in any industry' – Kim Scott, bestselling author of Radical Candor
Working Backwards gives an insider's account of Amazon's approach to culture, leadership, and best practices from two long-time, top-level Amazon executives.
In 2018 Amazon became the world’s second trillion dollar company after Apple: a remarkable success story for a company launched out of a garage in 1994. How did they achieve this? And how can others learn from this extraordinary success and replicate it?
Colin Bryar started at Amazon in 1998; Bill Carr joined in 1999. Their time at Amazon covered a period of unmatched innovation that brought products and services including Kindle, Amazon Prime, Amazon Echo and Alexa, and Amazon Web Services to life. Through the story of these innovations they reveal and codify the principles and practices that have driven the success of one of the most extraordinary companies the world has ever known, from the famous 14-leadership principles, the bar raiser hiring process, and Amazon’s founding characteristics: customer obsession, long-term thinking, eagerness to invent, and operational excellence.
Through their wealth of experience they offer unprecedented access to the Amazon way as it was refined, articulated, and proven to be repeatable, scalable, and adaptable. Working Backwards shows how success is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices that you can apply at your own company, no matter the size.
Bryar and Carr, both former Amazon executives, take a detailed informative firsthand look at the company's "unique principles and processes." The authors reveal founder the four core pillars established by founder Jeff Bezos to make up Amazon's culture: customer obsession, long-term thinking, eagerness to invent, and operational excellence. The authors then outline the 14 "Leadership Principles" crafted to achieve those four goals; these include frugality ("constraints breed resourcefulness"), earning trust (by "being vocally self-critical"), and focusing more on customers than competitors. This last point leads the authors to discuss Bezos's approach for programs such as the Kindle e-reader and e-book store and Prime Video: the company used a "Working Backwards" process that began with the desired customer experience and then designed products to achieve it. While the writing can be entertaining, the authors' personal anecdotes of working at the company get to be repetitive and combined with their habit of referring to Bezos by his first name often feel like they are used to highlight their access. Still, they deliver an information-packed guide to Amazon's success. Readers are sure to extract lessons applicable to organizations large and small.