Jeff Bezos' philosophy for Amazon is that it's always 'Day 1' - here's what that means and why it works
AP Photo/Pablo Martinez Monsivais
- Ram Charan is the author of 27 books, including The New York Times bestseller "Execution." He is a world-renowned advisor to CEOs, business unit managers, and boards of directors. He earned his MBA and doctorate degrees from Harvard Business School, where he graduated with high distinction and taught as a faculty member. He has worked with leaders from companies like Bank of America, Verizon, Coca-Cola, 3M, GE, Merck, Amgen, Novartis, Aditya Birla Group, and Tata Group.
- Julia Yang is a trusted advisor to entrepreneurs, founders, CEOs, and executives. She was previously a consultant at McKinsey and a private equity investor at Bain Capital and earned her MBA from Harvard Business School. She serves on the faculty of the joint MIT-Tsinghua MBA program.
- The following is an excerpt from their book, "The Amazon Management System: The Ultimate Digital Business Engine That Creates Extraordinary Value for Both Customers and Shareholders."
- In it, they write that Jeff Bezos' approach to Amazon is operating like it's always day one. That means fighting off stasis and always working within the vitality of a startup.
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Courtesy of Idea Press
"As always, I attach a copy of our original 1997 letter. Our approach remains the same, and it's still Day 1." (2009-2015, with a one-word deviation in 2014)"As always, I attach a copy of our original 1997 letter. It remains Day 1." (2016-2018)
If you go to Amazon headquarters, you will find a building named "Day 1" where Bezos's office is located. When he moved buildings, he took the name with him. The plate reads: "There's so much stuff that has yet to be invented. There's so much new that's going to happen." Why is Day 1 so important to Bezos? Why has he felt such a strong urge to constantly remind everyone that it's still Day 1?
Why Day 1?Normally, in the beginning, the organization will still function with speed, nimbleness, and a risk-acceptance mentality, but as the business grows bigger, complexity starts increasing, and layers begin creeping in, the once-nimble startups inevitably fall into the trap of so called "large organizations" characterized by slowness, rigidity, and risk aversion.
Day 2 is not an optionBezos's evocative and sticky model of "Day 1 vs. Day 2" has proved to be an immediate and useful way. This simple phrase captured Bezos's aspiration for Amazon to grow aggressively in scale and scope while preserving the entrepreneurial vitality of a startup and building on the numerous advantages of a large company at the same time.
Courtesy of Julia Yang
To defy the law of entropy increase is, by default, never easy. Bezos was fully aware of the challenge. As he noted, "There are some subtle traps that even high-performing large organizations can fall into as a matter of course, and we'll have to learn as an institution how to guard against them." Every day is a new day, every day the world changes, and we must look for the change, create the change, and adapt to change. It's a lesson to every manager and leader. It's the meaning behind Forever Day 1.So what does Day 2 look like in Bezos's mind? "Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1." To Bezos, someone who wanted to win so badly during childhood that he would cry publicly over the loss of a football game, Day 2 is never an option.
Excerpted from "The Amazon Management System: The Ultimate Digital Business Engine That Creates Extraordinary Value for Both Customers and Shareholders" by Ram Charan and Julia Yang with permission from Idea Press.
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