“Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always…
February 2, 2022 February 2, 2022
Bezos recognised failure and invention are inseperable twins: to remain i
July 14, 2021 July 7, 2021
“A dreamy business product has at least four characteristics. Customers love it, it can grow to very large size, it has strong…
July 7, 2021 June 28, 2021
“We have the good fortune of a large, inventive team and a patient, pioneering, customer-obsessed culture — great innovations, large and small,…
June 30, 2021 June 28, 2021
“When we’re at our best, we don’t wait for external pressures. We are internally driven to improve our services, adding benefits and…
June 23, 2021 June 28, 2021
Self-service platforms unlock innovation “I am emphasizing the self-service nature of these platforms because it’s important for a reason I think…
June 16, 2021 May 26, 2021
“And while many of our systems are based on the latest in computer science research, this often hasn’t been sufficient: our architects…
June 9, 2021 May 26, 2021
“Senior leaders that are new to Amazon are often surprised by how little time we spend discussing actual financial results or debating…
June 2, 2021 May 26, 2021
Takeaway “’Working backwards’ from customer needs can be contrasted with a ‘skills-forward’ approach where existing skills and competencies are used to drive…
May 26, 2021 May 14, 2021
“We started by setting ourselves the admittedly audacious goal of improving upon the physical book. We did not choose that goal lightly.…
May 19, 2021 April 30, 2021
“In some large companies, it might be difficult to grow new businesses from tiny seeds because of the patience and nurturing required.…
May 12, 2021 April 30, 2021
“Math-based decisions command wide agreement, whereas judgment-based decisions are rightly debated and often controversial, at least until put into practice and demonstrated.…
May 5, 2021 April 30, 2021
“Our ultimate financial measure, and the one we most want to drive over the long-term, is free cash flow per share.Why not…
April 28, 2021 April 26, 2021
“Long-term thinking is both a requirement and an outcome of true ownership. Owners are different from tenants. I know of a couple…
April 21, 2021 May 26, 2021
Bezos last letter to shareholders with a simple message: To all of you: be kind, be original, create more than you consume,…
April 17, 2021 April 16, 2021
Build your business on your fixed costs Jeff Bezos letter to shareholders 2001 6/22 Takeaway Companies driven by technology have an incredible…
April 14, 2021 April 16, 2021
Measure your company by your free cash flow 2001 : “Why focus on cash flows? Because a share of stock is a…
March 31, 2021 March 30, 2021
“The current online shopping experience is the worst it will ever be. It’s good enough today to attract 17 million customers, but…
March 24, 2021 April 16, 2021
“The year 2001 will be an important one in our development. Like 2000, this year will be a year of focus and…
March 24, 2021 March 23, 2021
If you don’t do everything in your power to align with customers’ shifting needs, and instead allow yourself to be distracted by competitors,…
March 17, 2021 March 12, 2021
“We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to…
March 10, 2021 March 19, 2021
“Wandering” isn’t an efficient practice for a business, but it isn’t random. It requires a culture of builders. It requires a deep…
August 5, 2020 February 15, 2021
Build high standards into company culture Jeff Bezos letter to shareholders 2017 KEY MESSAGE 20/22 “How do you stay ahead of ever-rising…
July 22, 2020 January 29, 2021
Work backwards from customer needs to know what to build next Jeff Bezos letter to shareholders 2008 Key message 11/22 Jeff Bezos…
May 20, 2020 May 14, 2021
Bezos masterclass in management through shareholder letters 1998 #2/22 Jeff Bezos has been writing a letter to shareholders since 1997 and…
March 4, 2020 September 17, 2020
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link to all letters to shareholders
1997: Bring on shareholders who align with your values
Jeff Bezos Letter to Shareholders 1997
1998: Stay terrified of your customers
Jeff Bezos Letter to Shareholders 1998
1999: Build on top of infrastructure that’s improving on its own
Jeff Bezos Letter to Shareholders 1999
2000: In lean times, build a cash moat
Jeff Bezos Letter to Shareholders 2000
2001: Measure your company by your free cash flow
Jeff Bezos Letter to Shareholders 2001
2002: Build your business on your fixed costs
Jeff Bezos Letter to Shareholders 2002
2003: Long-term thinking is rooted in ownership
Jeff Bezos Letter to Shareholders 2003
2004: Free cash flow enables more innovation
Jeff Bezos Letter to Shareholders 2004
2005: Don’t get fixated on short-term numbers
Jeff Bezos Letter to Shareholders 2005
2006: Nurture your seedlings to build big lines of business
Jeff Bezos Letter to Shareholders 2006
2007: Missionaries build better products
Jeff Bezos Letter to Shareholders 2007
2008: Work backwards from customer needs to know what to build next
Jeff Bezos Letter to Shareholders 2008
2009: Focus on inputs — the outputs will take care of themselves
Jeff Bezos Letter to Shareholders 2009
2010: R&D should pervade every department
Jeff Bezos Letter to Shareholders 2010
2011: Self-service platforms unlock innovation
Jeff Bezos Letter to Shareholders 2011
2012: Surprise and delight your customers to build long-term trust
Jeff Bezos Letter to Shareholders 2012
2013: Decentralize decision-making to generate innovation
Jeff Bezos Letter to Shareholders 2013
2014: Bet on ideas that have unlimited upside
Jeff Bezos Letter to Shareholders 2014
2015: Don’t deliberate over easily reversible decisions
Jeff Bezos Letter to Shareholders 2015
2016: Move fast and focus on outcomes
Jeff Bezos Letter to Shareholders 2016
2017: Build high standards into company culture
Jeff Bezos Letter to Shareholders 2017
2018: Wandering is an essential counterbalance to efficiency
Jeff Bezos Letter to Shareholders 2018 Open document settingsOpen publish panel