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当“苹果教父”乔布斯逝世后，许多人都在揣测谁会是下一个标志性的企业领袖。今年4月的美国权威财经杂志《福布斯》就给出了一个答案。全球最大在线零售商亚马逊的创始人杰夫·贝佐斯成为了《福布斯》评选的美国绩效排名第一的首席执行官。
“毫无疑问，史蒂夫·乔布斯的逝世让他成为别人最想见、模仿、崇拜的公司首席执行官。”《福布斯》如此评价。而作为公认的“电子商务教父”、全球网店的偶像，贝佐斯的个人魅力和领导风格带给我们的是更多的启发。
Hello, my name is Jeff Bezos. I started Amazon. com about 15 years ago. Tons of stories from the early days…
We started the company in my house. We didn’t have enough electric power in the house at the certain point. We only had about four employees then, but we already had enough computers and computer servers. We had to string these big, orange, electric 1)extension cords from every room in the house to get enough power into the room where the office was. So we are basically…all the 2)circuit breakers were flipping. We couldn’t plug a vacuum cleaner in anywhere without flipping all the circuit breakers. So we finally had to move to a real office.
W h e n w e launched the store, we made a bunch of other mistakes over time, but we’ve learned a lot. My whole body’s covered in scar tissue.
We initially programmed a bell to ring every time we got an order. And I’m very pleased to say that within the first 30 days of doing business that bell got annoying. So we had to turn it off. It was a great moment when we were examining every order that would come into Amazon. And it was always a family member placing the order. And the first order we got from a stranger, I remember, you know, there were probably a half dozen or ten of us in the company at that time were all gathered around after the bell rang and looking at the order and we were like, “Is that your Mom?” “That’s not my Mom.” And…and thus it began.
A lot has happened over the last 15 years. As I said, we’ve made a lot of mistakes, we learned some things. I wanna tell you everything I know.
Alright, well the first thing I know is that you need to obsess over customers. I can tell you that we have been doing this from the very beginning, and it’s the only reason that Amazon.com exists today in any form. We’ve always put customers first. When given the choice of obsessing over competitors or obsessing over customers, we always obsess over customers. We pay attention to what our competitors do, but it’s not where we put our energy, it’s not where we get our motivation from. We really like to start with customers and work backwards. And again, that is the key thing that I know and it covers a lot of other mistakes.
That second thing I know, is invent. Anytime we have a problem, we never accept either/or thinking. We try to figure out a solution that gets both things, and that often requires invention. But you can invent your way out of any box if you believe that you can. And what we talk about is inventing on behalf of customers. It’s not a customer’s job to invent a…for themselves. You need to listen to customers, it’s critical. But they won’t tell you everything, and so you need to invent on their behalf. And that focus on invention has served us well. Some of the recent things, even 3)Kindle, not just Kindle, but 4)EC2, the Elastic Compute Cloud. These are things we would have never gotten to if we didn’t have an inventive culture. And then, think long-term. This is really critical. And it’s actually much rarer than you might think. I find that most of the initiatives we undertake may take five to seven years before they pay any 5)dividends for the company. So that ability to think in sort of five years and seven-year time frames really is very very useful for us, and I…and it’s definitely one of the things that I know. It requires, by the way, and allows a willingness to be misunderstood. We’ve been called 6)Amazon. toast, Amazon.con, many different things, many of them not appropriate for a video.
Alright, I know one more thing and I’ll save it for the end. It’s always Day 1. There’s always more invention in the future, always more customer innovation, new ways to obsess over customers. Thank you.
大家好，我是杰夫·贝佐斯。15年前我创建了亚马逊，创业初期发生的糗事多不胜数……
最初公司就设在我家里，可是那时家里的电压不足。我们当时只有四名员工，但我们已经有足够多的电脑和服务器了。我们得在家里的每个房间布上这些粗大的橘色的电延长线，将足够的电引进我们的办公室。因此，我们基本上……所有电闸都跳来跳去。我们在哪儿都不能插上吸尘器，否则所有的电闸都会跳掉。所以，最后，我们不得不换个正规点的办公室。
我们的网上商店上线后，我们一路犯了很多其他的错误，但我们也获得了很多宝贵的经验。我可谓是数历磨难了。
刚开始时，我们设了个响铃装置，一旦有订单，铃就会响。我很高兴地说，在开张后的头30天里那铃声就变得烦人了。我们不得不关掉它。核对每一张向亚马逊发来的订单的时候，都是我们最开心的时刻。但那总是我们的某个家人下的订单。我记得我们收到第一份来自陌生人的订单时，你知道，铃一响，我们六人或者是十人全都围了过来，盯着订单，讨论起来：“是你妈妈下的订单吗？”“不是我妈妈下的。”生意就这么开始了。
过去15年来发生了许多事情。如我所说，我们犯了很多错误，也学到了一些经验。我愿意与大家分享我领悟到的所有经验。
好了，我领悟到的第一条是，你要“以顾客为中心”。我敢说，我们从一开始就是这么做的。这是亚马逊不管以哪种方式能够走到今天的唯一原因。我们总是以顾客为先。要是让我们选择是以竞争对手还是顾客为中心，我们永远会选择以顾客为中心。我们会关注竞争对手的动态，但那并不是我们集中精力的地方，并不是我们获得动力的源泉，我们确实喜爱从客户开始，再反推工作。再强调一次，那是我所领悟到的关键经验，要是你真的以顾客为中心，你就会少走很多弯路。
我领悟到的第二条就是——创新。每次遇到问题我们都不接受二者选其一的想法。我们尽力尝试寻求鱼和熊掌都能兼得的解决方案，而那就常常需要有创新能力。不过，要是你对自己有信心，你可以跳出框框，另辟跷径。而我们说的创新指的是为客户而创新。创新不是客户的事。你要倾听客户的意见，这点很重要。但他们不会把所有想法都告诉你，因此你得替他们去创新。关注创新让我们尝到了甜头。最近的一些产品，甚至是Kindle，不仅是Kindle，还有最近的亚马逊弹性计算云。如果我们缺少创新的氛围，我们将一无所获。
接着要说的是——长期规划。这点非常重要。但做得到这点的人可比你想的少得多。我发现我们实施的大部分方案一般需要5到7年才能为公司实现盈利。因此作出五到七年规划这种能力对我们尤为重要。而这绝对是我领悟到的其中一条经验。随便提一下，那还需要有乐于接受误解的准备。我们曾被戏称为“亚马逊·死定了”或是“亚马逊·骗子”各种绰号，很多还是少儿不宜的。
好了，还有一条我领悟到的经验——我留在最后和各位分享。那就是——每一天都是新的开始。未来总还会有更多的发明，总会有更多更新的创新和方法来实现以顾客为中心。谢谢。翻译：未几
Jeff Bezos’s Top 10 Leadership Lessons
1. Base your strategy on things that won’t change.
2. Obsess over customers.
3. We are willing to be misunderstood for long periods of time.
4. There are two kinds of companies: those that try to charge more and those that work to charge less. We will be the second.
5. Determine what your customers need, and work backwards.
6. Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.
7. If you want to be inventive, you have to be willing to fail.
8. In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.
9. Everyone has to be able to work in a call center.
10. This is Day 1 for the Internet. We still have so much to learn.
“毫无疑问，史蒂夫·乔布斯的逝世让他成为别人最想见、模仿、崇拜的公司首席执行官。”《福布斯》如此评价。而作为公认的“电子商务教父”、全球网店的偶像，贝佐斯的个人魅力和领导风格带给我们的是更多的启发。
Hello, my name is Jeff Bezos. I started Amazon. com about 15 years ago. Tons of stories from the early days…
We started the company in my house. We didn’t have enough electric power in the house at the certain point. We only had about four employees then, but we already had enough computers and computer servers. We had to string these big, orange, electric 1)extension cords from every room in the house to get enough power into the room where the office was. So we are basically…all the 2)circuit breakers were flipping. We couldn’t plug a vacuum cleaner in anywhere without flipping all the circuit breakers. So we finally had to move to a real office.
W h e n w e launched the store, we made a bunch of other mistakes over time, but we’ve learned a lot. My whole body’s covered in scar tissue.
We initially programmed a bell to ring every time we got an order. And I’m very pleased to say that within the first 30 days of doing business that bell got annoying. So we had to turn it off. It was a great moment when we were examining every order that would come into Amazon. And it was always a family member placing the order. And the first order we got from a stranger, I remember, you know, there were probably a half dozen or ten of us in the company at that time were all gathered around after the bell rang and looking at the order and we were like, “Is that your Mom?” “That’s not my Mom.” And…and thus it began.
A lot has happened over the last 15 years. As I said, we’ve made a lot of mistakes, we learned some things. I wanna tell you everything I know.
Alright, well the first thing I know is that you need to obsess over customers. I can tell you that we have been doing this from the very beginning, and it’s the only reason that Amazon.com exists today in any form. We’ve always put customers first. When given the choice of obsessing over competitors or obsessing over customers, we always obsess over customers. We pay attention to what our competitors do, but it’s not where we put our energy, it’s not where we get our motivation from. We really like to start with customers and work backwards. And again, that is the key thing that I know and it covers a lot of other mistakes.
That second thing I know, is invent. Anytime we have a problem, we never accept either/or thinking. We try to figure out a solution that gets both things, and that often requires invention. But you can invent your way out of any box if you believe that you can. And what we talk about is inventing on behalf of customers. It’s not a customer’s job to invent a…for themselves. You need to listen to customers, it’s critical. But they won’t tell you everything, and so you need to invent on their behalf. And that focus on invention has served us well. Some of the recent things, even 3)Kindle, not just Kindle, but 4)EC2, the Elastic Compute Cloud. These are things we would have never gotten to if we didn’t have an inventive culture. And then, think long-term. This is really critical. And it’s actually much rarer than you might think. I find that most of the initiatives we undertake may take five to seven years before they pay any 5)dividends for the company. So that ability to think in sort of five years and seven-year time frames really is very very useful for us, and I…and it’s definitely one of the things that I know. It requires, by the way, and allows a willingness to be misunderstood. We’ve been called 6)Amazon. toast, Amazon.con, many different things, many of them not appropriate for a video.
Alright, I know one more thing and I’ll save it for the end. It’s always Day 1. There’s always more invention in the future, always more customer innovation, new ways to obsess over customers. Thank you.
大家好，我是杰夫·贝佐斯。15年前我创建了亚马逊，创业初期发生的糗事多不胜数……
最初公司就设在我家里，可是那时家里的电压不足。我们当时只有四名员工，但我们已经有足够多的电脑和服务器了。我们得在家里的每个房间布上这些粗大的橘色的电延长线，将足够的电引进我们的办公室。因此，我们基本上……所有电闸都跳来跳去。我们在哪儿都不能插上吸尘器，否则所有的电闸都会跳掉。所以，最后，我们不得不换个正规点的办公室。
我们的网上商店上线后，我们一路犯了很多其他的错误，但我们也获得了很多宝贵的经验。我可谓是数历磨难了。
刚开始时，我们设了个响铃装置，一旦有订单，铃就会响。我很高兴地说，在开张后的头30天里那铃声就变得烦人了。我们不得不关掉它。核对每一张向亚马逊发来的订单的时候，都是我们最开心的时刻。但那总是我们的某个家人下的订单。我记得我们收到第一份来自陌生人的订单时，你知道，铃一响，我们六人或者是十人全都围了过来，盯着订单，讨论起来：“是你妈妈下的订单吗？”“不是我妈妈下的。”生意就这么开始了。
过去15年来发生了许多事情。如我所说，我们犯了很多错误，也学到了一些经验。我愿意与大家分享我领悟到的所有经验。
好了，我领悟到的第一条是，你要“以顾客为中心”。我敢说，我们从一开始就是这么做的。这是亚马逊不管以哪种方式能够走到今天的唯一原因。我们总是以顾客为先。要是让我们选择是以竞争对手还是顾客为中心，我们永远会选择以顾客为中心。我们会关注竞争对手的动态，但那并不是我们集中精力的地方，并不是我们获得动力的源泉，我们确实喜爱从客户开始，再反推工作。再强调一次，那是我所领悟到的关键经验，要是你真的以顾客为中心，你就会少走很多弯路。
我领悟到的第二条就是——创新。每次遇到问题我们都不接受二者选其一的想法。我们尽力尝试寻求鱼和熊掌都能兼得的解决方案，而那就常常需要有创新能力。不过，要是你对自己有信心，你可以跳出框框，另辟跷径。而我们说的创新指的是为客户而创新。创新不是客户的事。你要倾听客户的意见，这点很重要。但他们不会把所有想法都告诉你，因此你得替他们去创新。关注创新让我们尝到了甜头。最近的一些产品，甚至是Kindle，不仅是Kindle，还有最近的亚马逊弹性计算云。如果我们缺少创新的氛围，我们将一无所获。
接着要说的是——长期规划。这点非常重要。但做得到这点的人可比你想的少得多。我发现我们实施的大部分方案一般需要5到7年才能为公司实现盈利。因此作出五到七年规划这种能力对我们尤为重要。而这绝对是我领悟到的其中一条经验。随便提一下，那还需要有乐于接受误解的准备。我们曾被戏称为“亚马逊·死定了”或是“亚马逊·骗子”各种绰号，很多还是少儿不宜的。
好了，还有一条我领悟到的经验——我留在最后和各位分享。那就是——每一天都是新的开始。未来总还会有更多的发明，总会有更多更新的创新和方法来实现以顾客为中心。谢谢。翻译：未几
Jeff Bezos’s Top 10 Leadership Lessons
1. Base your strategy on things that won’t change.
2. Obsess over customers.
3. We are willing to be misunderstood for long periods of time.
4. There are two kinds of companies: those that try to charge more and those that work to charge less. We will be the second.
5. Determine what your customers need, and work backwards.
6. Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.
7. If you want to be inventive, you have to be willing to fail.
8. In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.
9. Everyone has to be able to work in a call center.
10. This is Day 1 for the Internet. We still have so much to learn.