Business Strategy Quotes

"As a company grows, everything needs to scale, including the size of your failed experiments. If the size of your failures isn’t growing, you’re not going to be inventing at a size that can actually move the needle. Amazon will be experimenting at the righ" "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" "We understand that and believe in failing early and iterating until we get it right. When this process works, it means our failures are relatively small in size (most experiments can start small), and when we hit on something that is really working for cus" "There are many advantages to a customer-centric approach, but here’s the big one: customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don’t yet know it, customers want somethin" "The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step" "No customer was asking for Echo. This was definitely us wandering. Market research doesn’t help." "Sometimes (often actually) in business, you do know where you’re going, and when you do, you can be efficient. Put in place a plan and execute. In contrast, wandering in business is not efficient ... but it’s also not random. It’s guided – by hunch, gut, i" "Me-too companies have not done that well over time." "One common pitfall for large organizations – one that hurts speed and inventiveness – is 'one-size-fits-all' decision making...The end result of this is slowness, unthoughtful risk aversion, failure to experiment sufficiently, and consequently diminished i" "Day 2 companies make high-quality decisions, but they make high-quality decisions slowly. To keep the energy and dynamism of Day 1, you have to somehow make high-quality, high-velocity decisions." "Sometimes we measure things and see that in the short term they actually hurt sales, and we do it anyway." "If you're long-term oriented, customer interests and shareholder interests are aligned."