Can Jeff take you to space?

The Blue Origin space program, which focuses on the development of technology that will make it feasible for people to travel into space for a lot less money and with less trouble than ever before, is currently Bezos’ most well-known endeavor. Blue Origin’s technologies will gradually build upon one another and allow for an increasing number of trips. The long-term objective of the initiative is to establish a permanent human presence in space.

His inspiration for the remainder of his later attempts to get wealthy, Jeff Bezos’ childhood aspiration has been to travel to space. Amazon wasted hundreds of millions of dollars by investing in start-up businesses that were about to go bankrupt during the dot-com bubble in the late 1990s. Amazon experienced a difficult decline, but the business learnt from the experience and became much more cautious when making acquisitions and developing a DIY culture. Instead of purchasing goods from other companies, it began to manufacture its own.

The business has a really audacious philosophy and isn’t scared to start things without fully considering them first. Bezos prefers that method over overanalyzing everything first, which frequently means missing out on many possibilities to attempt something novel that might work, even if it leads to blunders.

Bezos is genuinely a doer. That is evidenced by his choice to create Amazon in 1994. Instead of packing up camp and opening an online bookstore at the other end of the country, most other people would have continued working at their well-paying job as hedge fund managers. They would have done this fully out of their own resources and their parents’ savings.

Bezos has consistently pushed his staff to take chances and attempt new things since the beginning of Amazon, which has occasionally resulted in enormous failures. One such failure was Amazon Auctions, which was launched in 1999 but was unable to compete with eBay. Within months, it was dropped. But in many other instances, taking a chance has resulted in remarkable breakthroughs, like Amazon’s 1-Click ordering feature.

Even further, Bezos established a “Just Do It” award for staff members who successfully executed something noteworthy on their own initiative, ideally outside of their own area of responsibility. Employees who made an attempt but were unsuccessful may still receive the award as long as they displayed courage and resolve in the process.

Amazon is known for being frugal, so instead of giving away cash, it rewards victors with a pair of enormous Nike sneakers that once belonged to basketball players. After Bezos succeeded in establishing Amazon as an online bookseller, the company began to sell toys, music, movies, and other products. Then he gave others the chance to sell their own products—both new and used—on Amazon. Finally, the Kindle helped make Amazon a major player in the e-book industry.

What most people are unaware of is that Amazon also provides a variety of other services, such as the cloud computing provider Amazon Web Services (AWS), which transformed Amazon from a solely commercial operation into a hybrid of a store and a tech firm. AWS is used by numerous companies, the US government, NASA, and the CIA to purchase storage capacity and computing power. The service supplies servers for businesses like Netflix and Instagram and is the foundation of numerous online start-ups.

With AWS, Amazon also transformed its own image. Suddenly, in addition to devoted readers, it attracted start-up engineers who were purchasing terabytes of storage to address some of the most intriguing challenges in the world. The Kindle also highlights Amazon’s capacity to continuously identify and meet new client wants – even before the competition does. Early on, Bezos understood that his consumers would want an e-reader in order to read e-books, which were sure to gain popularity over time.

Amazon started tackling this problem and created the Kindle. When the first generation of Kindles was introduced in November 2007, they sold out in under six hours (and stayed that way for five months). Even now, the Kindle continues to be popular. Amazon said in 2011 that it has been selling well over a million devices every week. Amazon has grown steadily for nearly 20 years since its founding in Jeff Bezos’ garage, and it is now getting closer to realizing its original goal of building an Everything Store.

However, Bezos does not believe that is a reason to take it easy on himself. He believes that a lot of obstacles still need to be overcome before his long-term vision can come true. Additionally, he wants Amazon to become a publisher and media company, establish an Amazon film studio, manufacture Amazon smartphones and televisions, expand to new nations, and perhaps even offer a 3D printing service. He wants Amazon to offer same-day delivery, have its own vehicle fleet (with trucks), and operate the grocery business Amazon Fresh.

According to Bezos, nothing is insurmountable, and Amazon can sell any product online. He believes that there is simply too much invention and future discovery remaining to be made, and that the majority of people still have no concept what the internet will enable. The trip has only just begun for him.

Because of Jeff Bezos’ distinctive way of thinking, Amazon is what it is today: a dynamic business that consistently changes the rules and never stands static. It has effectively evolved into the Everything Store after many trying years. Even though the company’s creator may believe that he is only beginning his journey, the business currently has a $75 billion annual turnover.

The traits that make Amazon what it is include a strong focus on the needs of its customers, long-term planning, and the desire to develop and advance. Without a doubt, the company’s unparalleled success can be attributed to the way of thinking that its creator, Jeff Bezos, pushed. His future-focused mindset, which is also demonstrated by his other projects, including a private space program and a 10,000-year clock, makes him stand out in particular for his willingness to take chances and try new things.

So begin to reconsider your meetings. Communication, as Bezos famously observed, “is bad!” Why not try operating your company in accordance with his philosophy? For instance, how about requiring your staff to put their ideas down in writing so they may consider them before presenting them, or only making judgments based on concrete facts? Will it drive the discussion in a lot more rational way than in most firms if presenters think through their thoughts so completely that they can fill six pages of text and all other participants read them in utter quiet and take these ideas to heart?

No team, in Jeff Bezos’ opinion, should be too big for its members to be fed by two pizzas. He believed that a firm should be composed of numerous tiny, independent units that are capable of organizing themselves and engaging in competition. They should possess the aforementioned motivation and fearlessness when coming up with ideas to address client issues. Why not divide your business into small, autonomous units that are evaluated based on how frequently they offer novel ideas that advance the company?

Check out my related post: Two pizzas at a meeting anyone?

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