You earn reputation by trying to do hard things well
" A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well. "
Jeffrey Preston Jorgensen (Bezos) was born on January 12, 1964 in Albuquerque, New Mexico to Ted and Jacklyn Jorgensen. Bezos’ mother left his father and married a Cuban immigrant, Mike Bezos and moved to Houston, Texas. Jeffrey studied at the River Oaks Elementary School, Houston and later at the Miami Palmetto Senior High School, when the family shifted to Miami. Jeff enrolled in the Student Science Training Programme at the University of Florida.
Bezos was declared “Person of the Year 1999” by Times. He was chosen as one of “America’s Best Leaders 2008” by the US News & World Report. Bezos was bestowed an honorary doctorate in Science and Technology from the Carnegie Mellon University in the same year. He shared the “Innovation Award” with Gregg Zehr for the Amazon Kindle, awarded to him by The Economist in 2011. Bezos was affirmed the title, “Business-person of the Year 2012”. With his net worth of $59.4 billion, he is ranked as the ‘fifth’ wealthiest person in the world. He was declared the ‘Second Best CEO in the World’ by the Harvard Business Review.
" If you do build a great experience, customers tell each other about that. Word of mouth is very powerful. "
Jeffrey Preston ‘Jeff’ Bezos is one of the most successful technology tycoons and investors in the world currently. He is the Founder and CEO, Amazon.com, the largest retailer on the World Wide Web. It has become a role model for every online retailer in the world. Bezos has even acquired ‘The Washington Post’. Standing on the ‘Fifth Spot’ on the Forbes List of Billionaires of the World, Bezos is simply unstoppable!
" There are two kinds of companies, those that work to try to charge more and those that work to charge less. We will be the second. "
Bezos is one among the top leading private investors of the world to be a part of the “Mission Innovation” at the 2015 United Nations Climate Change Conference, in Paris. Powerful Global Leaders along with well-known established investors from 20 countries are joining hands to be part of the “Mission Innovation”. The sole aim is to boost and accelerate the modernisation process of global clean energy and make it widely affordable.
" We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business. "
Top 12 books recommended by Jeff Bezos :
This is Kazuo Ishiguro's profoundly compelling portrait of Stevens, the perfect butler, and of his fading, insular world in post-World War II England. Stevens, at the end of three decades of service at Darlington Hall, spending a day on a country drive, embarks as well on a journey through the past in an effort to reassure himself that he has served humanity by serving the "great gentleman," Lord Darlington. But lurking in his memory are doubts about the true nature of Lord Darlington's "greatness," and much graver doubts about the nature of his own life.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
Working mostly alone, almost single-handedly writing 250,000 lines of computer code, Steve Grand produced Creatures®, a revolutionary computer game that allowed players to create living beings complete with brains, genes, and hormonal systems―creatures that would live and breathe and breed in real time on an ordinary desktop computer. Enormously successful, the game inevitably raises the question: What is artificial life? And in this book―a chance for the devoted fan and the simply curious onlooker to see the world from the perspective of an original philosopher-engineer and intellectual maverick―Steve Grand proposes an answer.
From the composition of the brains and bodies of artificial life forms to the philosophical guidelines and computational frameworks that define them, Creation plumbs the practical, social, and ethical aspects and implications of the state of the art. But more than that, the book gives readers access to the insights Grand acquired in writing Creatures―insights that yield a view of the world that is surprisingly antireductionist, antimaterialist, and (to a degree) antimechanistic, a view that sees matter, life, mind, and society as simply different levels of the same thing. Such a hierarchy, Grand suggests, can be mirrored by an equivalent one that exists inside a parallel universe called cyberspace.
“Absolutely brilliant. Clayton Christensen provides an insightful analysis of changing technology and its importance to a company’s future success.”
—Michael R. Bloomberg
“This book ought to chill any executive who feels bulletproof —and inspire entrepreneurs aiming their guns.”
The Innovator’s Dilemma is the revolutionary business book that has forever changed corporate America. Based on a truly radical idea—that great companies can fail precisely because they do everything right—this Wall Street Journal, Business Week and New York Times Business bestseller is one of the most provocative and important business books ever written. Entrepreneurs, managers, and CEOs ignore its wisdom and its warnings at their great peril.
In a story rich with anecdotes and the "rules of the road" of both Main Street and Wall Street, Sam Walton chronicles the inspiration, heart, and optimism that propelled him to lasso the American Dream.
Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions.
In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking -- from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney -- have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking -- Toyota -- has set its sights on leadership of the global motor vehicle industry in this decade.
Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. (It's often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples.
Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world.
Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer.
In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking.
Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager -- a method that is changing the world.
Alan C. Greenberg, the former chairman of Bear, Stearns, and a celebrated philanthropist, was known throughout the financial world for his biting, quirky but invaluable and wise memos. Read by everyone from Warren Buffett to Jeff Bezos to Tom Peters (“I love this book,” the coauthor of In Search of Excellence said), Greenberg’s MEMOS FROM THE CHAIRMAN comprise a unique—and uniquely simple—management philosophy. Make decisions based on common sense. Avoid the herd mentality. Control expenses with unrelenting vigil. Run your business at the highest level of morality. Free your motivated, intelligent people from the chain of command. Always return phone calls promptly and courteously. Never believe your own body odor is perfume. And stay humble, humble, humble.
Few books on software project management have been as influential and timeless as The Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time.
The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."
30th Anniversary Edition. Written in a fast-paced thriller style, The Goal, a gripping novel, is transforming management thinking throughout the world. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors. Alex Rogo is a harried plant manager working ever more desperately to try improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a professor from student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas, which underline the Theory of Constraints (TOC), developed by Eli Goldratt.
One of Eli Goldratt s convictions was that the goal of an individual or an organization should not be defined in absolute terms. A good definition of a goal is one that sets us on a path of ongoing improvement.
Pursuing such a goal necessitates more than one breakthrough. In fact it requires many. To be in a position to identify these breakthroughs we should have a deep understanding of the underlying rules of our environment. Twenty-five years after writing The Goal, Dr. Goldratt wrote Standing on the Shoulders of Giants. In this article he provided the underlying rules of operations. This article appears at the end of this book.
Like Mrs. Fields and her cookies,The Goal was too tasty to remain obscure. Companies began buying big batches and management schools included it in their curriculums. Fortune Magazine
A survey of the reading habits of managers found that though they buy books by the likes of Tom Peters for display purposes, the one management book they have actually read from cover to cover is The Goal. The Economist
"Goal readers are now doing the best work of their lives. Success Magazine
A factory may be an unlikely setting for a novel, but the book has been wildly effective.: Tom Peters
Required reading for Amazon's Management.
How organizations can deliver significant performance gainsthrough strategic investment in marketing
In the new era of tight marketing budgets, no organization cancontinue to spend on marketing without knowing what's working andwhat's wasted. Data-driven marketing improves efficiency andeffectiveness of marketing expenditures across the spectrum ofmarketing activities from branding and awareness, trail andloyalty, to new product launch and Internet marketing. Based on newresearch from the Kellogg School of Management, this book is aclear and convincing guide to using a more rigorous, data-drivenstrategic approach to deliver significant performance gains fromyour marketing.
- Explains how to use data-driven marketing to deliver return onmarketing investment (ROMI) in any organization
- In-depth discussion of the fifteen key metrics every marketershould know
- Based on original research from America's leading marketingbusiness school, complemented by experience teaching ROMI toexecutives at Microsoft, DuPont, Nisan, Philips, Sony and manyother firms
- Uses data from a rigorous survey on strategic marketingperformance management of 252 Fortune 1000 firms, capturing $53billion of annual marketing spending
- In-depth examples of how to apply the principles in small andlarge organizations
- Free downloadable ROMI templates for all examples given in thebook
With every department under the microscope looking for results,those who properly use data to optimize their marketing are goingto come out on top every time.
A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives.
Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don’t know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the “impossible.”
For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. In this revelatory book, Taleb explains everything we know about what we don’t know, and this second edition features a new philosophical and empirical essay, “On Robustness and Fragility,” which offers tools to navigate and exploit a Black Swan world.
Elegant, startling, and universal in its applications, The Black Swan will change the way you look at the world. Taleb is a vastly entertaining writer, with wit, irreverence, and unusual stories to tell. He has a polymathic command of subjects ranging from cognitive science to business to probability theory. The Black Swan is a landmark book—itself a black swan.
Praise for Nassim Nicholas Taleb
“The most prophetic voice of all.”—GQ
Praise for The Black Swan
“[A book] that altered modern thinking.”—The Times (London)
“A masterpiece.”—Chris Anderson, editor in chief of Wired, author of The Long Tail
“Idiosyncratically brilliant.”—Niall Ferguson, Los Angeles Times
“The Black Swan changed my view of how the world works.”—Daniel Kahneman, Nobel laureate
“[Taleb writes] in a style that owes as much to Stephen Colbert as it does to Michel de Montaigne. . . . We eagerly romp with him through the follies of confirmation bias [and] narrative fallacy.”—The Wall Street Journal
“Hugely enjoyable—compelling . . . easy to dip into.”—Financial Times
“Engaging . . . The Black Swan has appealing cheek and admirable ambition.”—The New York Times Book Review