Destruction of order
 |
Description
Book Introduction
- A word from MD
- Amazon, which has achieved success with Amazon Prime and AWS, aims to disrupt the order.
We plan and build all services from the customer's perspective, and we refine and improve upon any mistakes that arise during the simulation process.
This "let's just give it a try" approach has made Amazon a fast and solid company.
- Economic Management MD Kang Min-ji
“Just start and fix your mistakes later!”
Amazon's Innovation Mechanism: Working Backwards, But Moving Forward Fastest
An Amazon bestseller immediately after publication
Exported copyrights to 15 countries worldwide
Bezos' final legacy to the world as he heads into space
“Can I become the best in the world by following the same path as everyone else?”
The two authors, who have worked at Amazon for a total of 27 years and are called "Jeff's shadow," introduce a single, unique principle of success that has been maintained like a "constitution" at Amazon for 17 years since its founding, and that is still alive and breathing at this very moment.
And this principle is also the 'Amazon creed' that runs through Jeff Bezos' numerous writings and speeches.
“Even if I leave, Amazon will live forever.
“As long as they keep ‘breaking the order!’” - Jeff Bezos
'Working Backwards' means that instead of making a product by planning it sequentially according to the developer's judgment, we first design the utility that the customer will enjoy according to the customer's perspective and then make a product that fits that.
The two authors, who have personally contributed to Amazon's success, explain, through numerous successful examples, how this "Amazon-style reverse work revolution" is dominating the market and maximizing customer delight.
"When you begin a task, vividly imagine its end!" Mastering this single principle that made Amazon the world's best company will enable you and your organization to achieve consistent innovation and growth.
Amazon's Innovation Mechanism: Working Backwards, But Moving Forward Fastest
An Amazon bestseller immediately after publication
Exported copyrights to 15 countries worldwide
Bezos' final legacy to the world as he heads into space
“Can I become the best in the world by following the same path as everyone else?”
The two authors, who have worked at Amazon for a total of 27 years and are called "Jeff's shadow," introduce a single, unique principle of success that has been maintained like a "constitution" at Amazon for 17 years since its founding, and that is still alive and breathing at this very moment.
And this principle is also the 'Amazon creed' that runs through Jeff Bezos' numerous writings and speeches.
“Even if I leave, Amazon will live forever.
“As long as they keep ‘breaking the order!’” - Jeff Bezos
'Working Backwards' means that instead of making a product by planning it sequentially according to the developer's judgment, we first design the utility that the customer will enjoy according to the customer's perspective and then make a product that fits that.
The two authors, who have personally contributed to Amazon's success, explain, through numerous successful examples, how this "Amazon-style reverse work revolution" is dominating the market and maximizing customer delight.
"When you begin a task, vividly imagine its end!" Mastering this single principle that made Amazon the world's best company will enable you and your organization to achieve consistent innovation and growth.
- You can preview some of the book's contents.
Preview
index
· Preface to the Korean Edition - How Organizations Should Change After COVID-19
· Preface
Part 1 | Principles | Becoming an Amazonian
Chapter 1 [Management Strategy] Leadership Principles and Mechanisms
Amazon's Systems Revolution: How Jeff Bezos Won't Fail
Chapter 2 [Recruitment] Bar Laser Process
We will hire talent who is far superior to our existing employees in at least one respect!
Chapter 3 [Organization] Single-Thread Leadership
Don't collaborate, separate!
Chapter 4 [Communication] Narrative and the 6-Pager
Rely on text, not images!
Chapter 5 [Working Backward] Start with the Customer Experience
The moment planning begins, the first thing to do is write a press release!
Chapter 6 [Performance Indicators] Manage Input, Not Output
Focus on what you can control!
Part 2 | Practice | Becoming an "Invention Machine"
· Chapter 7 Kindle
Beyond paper books into the unknown digital realm
Chapter 8: Amazon Prime
Customers always want fast, free shipping.
· Chapter 9 Prime Video
The most thrilling way to get invited into your client's living room
Chapter 10: Amazon Web Services (AWS)
A blast furnace that spews out innovative technologies
· Conclusion - Beyond Amazon: Becoming an Amazonian
· Appendix 1 - Interview Feedback Examples
· Appendix 2 - Narrative Norms and Sample FAQs
Appendix 3 - Chronology of events in this book
· Acknowledgements
Translator's Note
· main
· Preface
Part 1 | Principles | Becoming an Amazonian
Chapter 1 [Management Strategy] Leadership Principles and Mechanisms
Amazon's Systems Revolution: How Jeff Bezos Won't Fail
Chapter 2 [Recruitment] Bar Laser Process
We will hire talent who is far superior to our existing employees in at least one respect!
Chapter 3 [Organization] Single-Thread Leadership
Don't collaborate, separate!
Chapter 4 [Communication] Narrative and the 6-Pager
Rely on text, not images!
Chapter 5 [Working Backward] Start with the Customer Experience
The moment planning begins, the first thing to do is write a press release!
Chapter 6 [Performance Indicators] Manage Input, Not Output
Focus on what you can control!
Part 2 | Practice | Becoming an "Invention Machine"
· Chapter 7 Kindle
Beyond paper books into the unknown digital realm
Chapter 8: Amazon Prime
Customers always want fast, free shipping.
· Chapter 9 Prime Video
The most thrilling way to get invited into your client's living room
Chapter 10: Amazon Web Services (AWS)
A blast furnace that spews out innovative technologies
· Conclusion - Beyond Amazon: Becoming an Amazonian
· Appendix 1 - Interview Feedback Examples
· Appendix 2 - Narrative Norms and Sample FAQs
Appendix 3 - Chronology of events in this book
· Acknowledgements
Translator's Note
· main
Detailed image
Into the book
Many traditional recruitment interview techniques are informal in structure.
It is a structure that is prone to bias because it relies on the interviewer's 'intuition'.
Of course, a great interviewer will have not only the keen instincts to make good hiring decisions, but also the ability to ignore the various biases that arise during the interview process.
However, if we rely on only a few talented people, the problem arises that we cannot expand our know-how and teach it to others.
(Omitted) Amazon's bar raisers participate in every interview loop.
As the name suggests, it serves as a signal to "raise the bar," sending a message to everyone involved in the hiring process that new hires must be better than other members of the team in at least one important aspect.
The theory is that as you raise your hiring standards, your team will continue to get stronger and produce increasingly powerful 'results.'
So, Bar Laser couldn't just stop at the level of a hiring manager or recruiter.
Bar Raisers are given extensive powers and special training to veto any hiring process and override hiring managers' decisions.
--- 86p _ Chapter 2, Recruitment: Bar Laser Process
But Amazon eventually realized that "improving communication between teams" wouldn't solve the dependency problem.
Communication between teams had to be eliminated.
Doesn't every project necessarily require the involvement of so many individual entities? I'm not suggesting that the solution we envisioned was flawed.
What this means is that all this time we've been trying to solve the 'wrong problem'.
There are no new solutions, but we have finally realized the true nature of the problem we are facing.
The problem was that the cost of coordinating teams against teams continued to increase.
The change in thinking was, as expected, thanks to Jeff's 'nudge'.
While working at Amazon, we often heard Jeff say this:
“If we want to make Amazon a place where developers can focus on development, we have to eliminate communication.
“There is absolutely no need to encourage communication.” When “effective communication” between teams is considered a “defect,” solutions start to look very different than before.
--- 128p _ Chapter 3, Organization: Single-Thread Leadership
Above all, what made using PowerPoint so dangerous for us was that it could have a negative impact on decision-making.
A well-spoken presenter could easily get a motion approved even with a poor idea.
On the other hand, a poorly structured presentation, no matter how good the idea, not only makes the discussion long and boring, but also confuses people and prevents serious discussion.
As if listening to a boring presentation causes our brains to shut off, people are so busy scrolling through emails that they miss the great ideas hiding beneath the monotonous voices and dull visuals.
(Omitted) At the beginning of the meeting, a six-page narrative is distributed to the attendees.
Then, have them read it for 20 minutes, which is the time it usually takes to present a slide deck.
Many attendees read the narrative and take notes or annotate it.
Discussion of the document begins only after all attendees have read the narrative.
--- 161p _ Chapter 4, Communication: Narrative and 6-Pager
Almost every organization writes a press release at the end of the product development process.
Engineers and planners who have finished their work pass the follow-up work to marketers and salespeople as if they are 'throwing it over the wall'.
(Omitted) The main purpose of the working backward process is to shift the members' perspective from an 'internal perspective' to a 'customer perspective'.
As you know, customers are constantly exposed to a multitude of new products.
So, is this new product compelling enough to convince customers to take action and buy it? If so, why? Executives typically ask these questions when reviewing the features and specifications listed in press releases.
“So what do you want me to do?”
If your press release doesn't describe a technology that's more meaningful than existing products or a customer experience that's incrementally improved, then it's not worth developing.
Press releases highlight and inform the customer experience to their readers.
This FAQ provides a sober assessment of how much a company spends developing a product or creating a service, and how realistically difficult the process is.
Not only that, it also conveys all the key details about the customer experience.
That's why every team at Amazon rewrites their PR/FAQ drafts more than ten times and meets with senior leaders more than five times to discuss and refine ideas.
It is a structure that is prone to bias because it relies on the interviewer's 'intuition'.
Of course, a great interviewer will have not only the keen instincts to make good hiring decisions, but also the ability to ignore the various biases that arise during the interview process.
However, if we rely on only a few talented people, the problem arises that we cannot expand our know-how and teach it to others.
(Omitted) Amazon's bar raisers participate in every interview loop.
As the name suggests, it serves as a signal to "raise the bar," sending a message to everyone involved in the hiring process that new hires must be better than other members of the team in at least one important aspect.
The theory is that as you raise your hiring standards, your team will continue to get stronger and produce increasingly powerful 'results.'
So, Bar Laser couldn't just stop at the level of a hiring manager or recruiter.
Bar Raisers are given extensive powers and special training to veto any hiring process and override hiring managers' decisions.
--- 86p _ Chapter 2, Recruitment: Bar Laser Process
But Amazon eventually realized that "improving communication between teams" wouldn't solve the dependency problem.
Communication between teams had to be eliminated.
Doesn't every project necessarily require the involvement of so many individual entities? I'm not suggesting that the solution we envisioned was flawed.
What this means is that all this time we've been trying to solve the 'wrong problem'.
There are no new solutions, but we have finally realized the true nature of the problem we are facing.
The problem was that the cost of coordinating teams against teams continued to increase.
The change in thinking was, as expected, thanks to Jeff's 'nudge'.
While working at Amazon, we often heard Jeff say this:
“If we want to make Amazon a place where developers can focus on development, we have to eliminate communication.
“There is absolutely no need to encourage communication.” When “effective communication” between teams is considered a “defect,” solutions start to look very different than before.
--- 128p _ Chapter 3, Organization: Single-Thread Leadership
Above all, what made using PowerPoint so dangerous for us was that it could have a negative impact on decision-making.
A well-spoken presenter could easily get a motion approved even with a poor idea.
On the other hand, a poorly structured presentation, no matter how good the idea, not only makes the discussion long and boring, but also confuses people and prevents serious discussion.
As if listening to a boring presentation causes our brains to shut off, people are so busy scrolling through emails that they miss the great ideas hiding beneath the monotonous voices and dull visuals.
(Omitted) At the beginning of the meeting, a six-page narrative is distributed to the attendees.
Then, have them read it for 20 minutes, which is the time it usually takes to present a slide deck.
Many attendees read the narrative and take notes or annotate it.
Discussion of the document begins only after all attendees have read the narrative.
--- 161p _ Chapter 4, Communication: Narrative and 6-Pager
Almost every organization writes a press release at the end of the product development process.
Engineers and planners who have finished their work pass the follow-up work to marketers and salespeople as if they are 'throwing it over the wall'.
(Omitted) The main purpose of the working backward process is to shift the members' perspective from an 'internal perspective' to a 'customer perspective'.
As you know, customers are constantly exposed to a multitude of new products.
So, is this new product compelling enough to convince customers to take action and buy it? If so, why? Executives typically ask these questions when reviewing the features and specifications listed in press releases.
“So what do you want me to do?”
If your press release doesn't describe a technology that's more meaningful than existing products or a customer experience that's incrementally improved, then it's not worth developing.
Press releases highlight and inform the customer experience to their readers.
This FAQ provides a sober assessment of how much a company spends developing a product or creating a service, and how realistically difficult the process is.
Not only that, it also conveys all the key details about the customer experience.
That's why every team at Amazon rewrites their PR/FAQ drafts more than ten times and meets with senior leaders more than five times to discuss and refine ideas.
--- 199p _ Chapter 5, Working Backward: Start with the Customer Experience
Publisher's Review
Meetings to decide whether someone is a 'good guy' or a 'bad guy' are just a waste of time.
Just bring the ones that will work at that time and run them right away!
◀◀◀ Amazon's Law of Action: Reducing the Probability of Failure to Zero
“So where is the mock-up?”
This is the first question Jeff Bezos asks his employees during ideation meetings.
Instead of reporting on a work process or plan, bring in a visual mockup that shows how your newly conceived idea will be implemented on the Amazon website.
‘They want us to bring the final model from a mere brainstorming meeting…’ The employees were taken aback, but they had no choice but to comply with the CEO’s request.
And surprisingly, as he said, by creating a 'model' and starting work, Amazon's ideas gradually became more successful products with a higher probability.
Even at this very moment, Amazon is halting meetings right now if there is no detailed final model showing the entire process from landing page to purchase, including screen design, buttons, text, and click order, or if the model is insufficient.
To the cruel genius Jeff Bezos, a "clumsy model" is evidence of "clumsy thinking," and hundreds of thousands of Amazon employees perfectly meet his standards while creating the best products through the most arduous and detailed process.
What if a billion-dollar new product doesn't excite customers?
This means that time, money, and manpower were being poured into something that had no chance of success and was not worth developing.
So Amazon 'disrupts' the 'order of work'.
We abandon the 'working forward' approach of working from the developer's perspective and instead practice 'working backwards', working from the customer's perspective.
By selecting only the 'good guys' and digging into them relentlessly, we can make the most of our time, money, and manpower.
This is Amazon's unique work method that reduces the probability of project failure to 'zero'.
The moment we recognize familiarity as a flaw,
The solution will start to look completely different!
◀◀◀ How to maximize organizational efficiency by eliminating unnecessary procedures
“When a meeting starts, there’s an eerie silence for the first 20 minutes.” After the participants exchange brief greetings and sit down at the table, a perfect silence engulfs the room.
(…omitted…) Meeting attendees must read the six-page document before beginning the discussion.”
“PowerPoint presentations are prohibited from now on.
“Use only Microsoft Word.”
Unlike other companies, there are no presentations at Amazon's idea sessions.
There is no presenter or audience.
There is only a six-page document.
That means every Amazon employee who wants to present an idea has to write a significant amount of "writing" in a standardized format.
And that too in the form of a ‘complete press release’.
Amazon discovered early on that the organizational management methods that many companies had been implementing were far from 'efficient'.
A representative example is the communication method.
At Amazon's conferences, flashy presentation techniques and flashy presentation screens don't work.
Only pure ideas are conveyed to members in writing and are evaluated fairly.
“If we want to make Amazon a place where people can focus on development, we have to eliminate communication.
“There is no need to encourage communication.”
Even Amazon sees communication between teams as something to be eliminated.
It is based on the idea that one team should be dedicated to one project and not depend on each other.
This solves a chronic problem in corporate management: productivity declines as organizations grow larger, and it cements Amazon as a "startup" forever dedicated to development.
Once we recognize communication as a flaw, the solutions start to look very different.
We were able to reduce the time and human cost required for coordination between teams, and all processes were run by a system rather than by a single, outstanding person.
As one team dedicates itself to one project, the performance evaluation structure becomes clearer and the members' motivation increases.
A poor first aid response that fails to clearly understand the nature of the problem turns a relay race, where everyone must run as fast as possible while looking toward the finish line, into a two-person, three-legged race.
In this book, the two authors reveal in detail how Amazon broke through process and formality to achieve the fastest path to success.
The books about Amazon that have been published so far are
It's only a one-hour tour!
◀◀◀ Kindle, Amazon Prime, Amazon Web Services… The behind-the-scenes story revealed for the first time
By disrupting the order and achieving innovation the fastest, Amazon has become the top predator on Earth.
Their principles have directly influenced Amazon's success, and the evidence of this continues to shape the daily lives of people around the world.
From Kindle and Alexa to Amazon Prime, Prime Video, and even Amazon Web Services (AWS), the behind-the-scenes stories of products born through "Working Backwards" are revealed for the first time through the mouths of Amazon insiders.
“But doesn’t Amazon have far more resources and money? Not to mention Jeff Bezos.
“We don’t have anyone like that.”
The moment you read this book, all your worries will disappear.
Innovation and invention don't require the massive capital of Amazon or even Jeff Bezos.
The authors reveal Amazon's concrete, replicable principles that anyone can learn and apply to any organization.
Especially now that the norms of work have changed due to COVID-19, the successes and failures of a giant like Amazon can provide significant lessons for your work and organization.
“You can’t reduce your workload by ‘breaking the order’.
But the plain truth is that this reduces the probability of failure to close to zero!”_Jeff Bezos
Just bring the ones that will work at that time and run them right away!
◀◀◀ Amazon's Law of Action: Reducing the Probability of Failure to Zero
“So where is the mock-up?”
This is the first question Jeff Bezos asks his employees during ideation meetings.
Instead of reporting on a work process or plan, bring in a visual mockup that shows how your newly conceived idea will be implemented on the Amazon website.
‘They want us to bring the final model from a mere brainstorming meeting…’ The employees were taken aback, but they had no choice but to comply with the CEO’s request.
And surprisingly, as he said, by creating a 'model' and starting work, Amazon's ideas gradually became more successful products with a higher probability.
Even at this very moment, Amazon is halting meetings right now if there is no detailed final model showing the entire process from landing page to purchase, including screen design, buttons, text, and click order, or if the model is insufficient.
To the cruel genius Jeff Bezos, a "clumsy model" is evidence of "clumsy thinking," and hundreds of thousands of Amazon employees perfectly meet his standards while creating the best products through the most arduous and detailed process.
What if a billion-dollar new product doesn't excite customers?
This means that time, money, and manpower were being poured into something that had no chance of success and was not worth developing.
So Amazon 'disrupts' the 'order of work'.
We abandon the 'working forward' approach of working from the developer's perspective and instead practice 'working backwards', working from the customer's perspective.
By selecting only the 'good guys' and digging into them relentlessly, we can make the most of our time, money, and manpower.
This is Amazon's unique work method that reduces the probability of project failure to 'zero'.
The moment we recognize familiarity as a flaw,
The solution will start to look completely different!
◀◀◀ How to maximize organizational efficiency by eliminating unnecessary procedures
“When a meeting starts, there’s an eerie silence for the first 20 minutes.” After the participants exchange brief greetings and sit down at the table, a perfect silence engulfs the room.
(…omitted…) Meeting attendees must read the six-page document before beginning the discussion.”
“PowerPoint presentations are prohibited from now on.
“Use only Microsoft Word.”
Unlike other companies, there are no presentations at Amazon's idea sessions.
There is no presenter or audience.
There is only a six-page document.
That means every Amazon employee who wants to present an idea has to write a significant amount of "writing" in a standardized format.
And that too in the form of a ‘complete press release’.
Amazon discovered early on that the organizational management methods that many companies had been implementing were far from 'efficient'.
A representative example is the communication method.
At Amazon's conferences, flashy presentation techniques and flashy presentation screens don't work.
Only pure ideas are conveyed to members in writing and are evaluated fairly.
“If we want to make Amazon a place where people can focus on development, we have to eliminate communication.
“There is no need to encourage communication.”
Even Amazon sees communication between teams as something to be eliminated.
It is based on the idea that one team should be dedicated to one project and not depend on each other.
This solves a chronic problem in corporate management: productivity declines as organizations grow larger, and it cements Amazon as a "startup" forever dedicated to development.
Once we recognize communication as a flaw, the solutions start to look very different.
We were able to reduce the time and human cost required for coordination between teams, and all processes were run by a system rather than by a single, outstanding person.
As one team dedicates itself to one project, the performance evaluation structure becomes clearer and the members' motivation increases.
A poor first aid response that fails to clearly understand the nature of the problem turns a relay race, where everyone must run as fast as possible while looking toward the finish line, into a two-person, three-legged race.
In this book, the two authors reveal in detail how Amazon broke through process and formality to achieve the fastest path to success.
The books about Amazon that have been published so far are
It's only a one-hour tour!
◀◀◀ Kindle, Amazon Prime, Amazon Web Services… The behind-the-scenes story revealed for the first time
By disrupting the order and achieving innovation the fastest, Amazon has become the top predator on Earth.
Their principles have directly influenced Amazon's success, and the evidence of this continues to shape the daily lives of people around the world.
From Kindle and Alexa to Amazon Prime, Prime Video, and even Amazon Web Services (AWS), the behind-the-scenes stories of products born through "Working Backwards" are revealed for the first time through the mouths of Amazon insiders.
“But doesn’t Amazon have far more resources and money? Not to mention Jeff Bezos.
“We don’t have anyone like that.”
The moment you read this book, all your worries will disappear.
Innovation and invention don't require the massive capital of Amazon or even Jeff Bezos.
The authors reveal Amazon's concrete, replicable principles that anyone can learn and apply to any organization.
Especially now that the norms of work have changed due to COVID-19, the successes and failures of a giant like Amazon can provide significant lessons for your work and organization.
“You can’t reduce your workload by ‘breaking the order’.
But the plain truth is that this reduces the probability of failure to close to zero!”_Jeff Bezos
GOODS SPECIFICS
- Publication date: February 26, 2021
- Page count, weight, size: 460 pages | 794g | 152*225*27mm
- ISBN13: 9791130635651
- ISBN10: 1130635651
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