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“Amazon as an Employer” Case Study

Bhavika Raul, Sunil, Madhan, Gaurav, Ruthvika

Master’s in Business Administration,

Golden Gate University

Course: 5 Management & Leadership

Course Project
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EXECUTIVE SUMMARY

This analysis evaluates the management and leadership approaches of Jeff Bezos and Andy

Jassy at Amazon, highlighting their distinctions and assessing their efficacy. Jeff Bezos, the

founder and former CEO of Amazon, embodied a transformative leadership style. His visionary

mindset, willingness to take risks, and unwavering focus on customer satisfaction propelled

significant changes and disruptive innovations within the company. Bezos played a crucial role

in shaping Amazon's distinctive culture and long-term vision, leading to its impressive growth

and market influence. As the new CEO of Amazon, Andy Jassy demonstrated his effective

leadership as the head of Amazon Web Services (AWS). His experience in scaling AWS into a

market leader illustrates his ability to drive growth, innovation, and market dominance within a

specific business unit. Jassy's leadership style aligns with his emphasis on delivering results

within a targeted segment of Amazon's operations. The disparities between Bezos and Jassy's

management and leadership styles arise from their respective roles and experiences. Bezos, as

the founder, had the opportunity to shape Amazon from its inception, prioritizing long-term

growth, disruptive initiatives, and cultural development. On the other hand, Jassy brings a

proven track record of scaling a successful business unit and a focus on operational excellence.

Both leaders have demonstrated effectiveness in managing change and achieving results. Bezos'

transformative leadership fuelled Amazon's growth and disrupted industries, while Jassy's

leadership at AWS showcased his ability to drive growth and innovation within a specific

segment. Their collective contributions have established Amazon as a global leader across

various sectors. To achieve leadership success, essential qualities such as vision, innovation,

customer- centricity, business acumen, effective communication, people management, risk-

taking, and resilience are vital. These attributes, combined with adaptability and the ability to

leverage emerging technologies, contribute to sustained success in dynamic and competitive

environments. As leadership transitions from Bezos to Jassy, Amazon is poised for continuity

and evolution while upholding its core values and culture. Jassy's leadership style is anticipated

to build upon the foundation laid by Bezos and propel Amazon's further expansion into new
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realms. In conclusion, Jeff Bezos and Andy Jassy have exhibited effective management and

leadership styles, each contributing to Amazon's success in distinct ways. Their respective

strengths and experiences have facilitated Amazon's growth, innovation, and market leadership.

The transition from Bezos to Jassy marks a new chapter for Amazon, where continuity and

evolution are expected to drive continued success.

LEADERSHIP

The SCARF model, developed by David Rock, focuses on five domains of human social

experience: Status, Certainty, Autonomy, Relatedness, and Fairness. Both Jeff Bezos and

Andy Jassy, through their leadership styles, have likely impacted these domains, presenting

both threats and rewards.

Jeff Bezos:

Threats:

Status: Bezos' demanding and high-expectation leadership style might have inadvertently

created a threat to the status of employees who couldn’t meet exceptionally high standards,

potentially leading to feelings of inadequacy or low status.

Autonomy: While promoting autonomy within small teams, the pressure for high performance

might have limited some employees' sense of autonomy, feeling compelled to adhere strictly to

guidelines.

Rewards:

Status: Successful projects and innovations likely garnered immense recognition and status

within the organization, motivating employees to strive for excellence.

Autonomy: Teams and individuals who successfully executed their projects may have

experienced a sense of autonomy and empowerment, especially given Amazon's decentralized

decision-making approach.

Andy Jassy:
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Rewards:

Certainty: Jassy's collaborative approach and focus on employee well-being may bring more

certainty regarding work expectations and a clearer vision for the company's future.

Relatedness: His emphasis on fostering a collaborative culture might enhance feelings of

relatedness and team cohesion among employees.

Threats:

Status: Depending on how Jassy manages expectations and sets new standards, there could be

potential threats to status if new performance measures are significantly different or

unattainable for some employees.

Autonomy: While promoting a more balanced work environment, there could be concerns

about losing the level of autonomy that was prevalent under Bezos' leadership.

Expanding Rewards or Mitigating Threats:

Bezos' Legacy (Rewards)

Recognize and reinforce the positive outcomes of successful projects and achievements,

further elevating the status of high-performing teams or individuals.

Encourage and maintain a culture that supports autonomy and innovation while providing clear

guidance on performance expectations.

Addressing Threats from Bezos' Style:

Foster a growth-oriented environment where failure is seen as a learning opportunity, reducing

the threat to status associated with high expectations.

Enhance communication and transparency to reduce uncertainty, ensuring employees feel

informed about the company's direction.

Leveraging Jassy's Approach (Rewards):

Collaborative efforts and inclusive decision-making processes to strengthen the sense of

relatedness and team cohesion.

Efforts to enhance employee well-being and work-life balance, ensuring employees feel valued

and supported.
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Mitigating Threats with Jassy's Leadership:

Ensure a gradual transition that maintains a balance between fostering a more balanced work

culture and preserving the autonomy and drive for innovation that defined Amazon under

Bezos' leadership.

Communicate clearly about any changes in expectations or standards, avoiding sudden shifts

that may threaten employees' sense of status or autonomy.

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Google Oxygen Project

The "Oxygen Project" at Google was an initiative aimed at improving management practices

and employee engagement. It was focused on conducting surveys and collecting feedback to

understand employees' experiences and perceptions, intending to enhance leadership qualities

and foster a more positive work environment.

Jeff Bezos Leadership Style

Bezos' vision and demanding leadership style set high expectations, driving a culture of

innovation but also criticized for intense work environments. Amazon's leadership is deeply

committed to prioritizing customer needs and satisfaction above all else. Management relies

heavily on data and metrics to make decisions, influencing all aspects of the company's

operations. Amazon maintains a culture of high performance and operational efficiency, setting

ambitious goals for employees.

Andy Jassy Leadership Style

Google encourages open communication, empowering employees to share ideas and contribute

to decision-making processes. Emphasis on experimentation and learning from failures,

promoting a culture of innovation. Employee Well-being: Google invests in various employee-

centric initiatives, prioritizing a positive work environment (like the Oxygen Project).

Google's structure can sometimes lead to challenges in decision-making due to a flatter hierarchy

and an emphasis on consensus-building.

Both Amazon and Google have distinctive management and leadership styles that come with

their own sets of strengths and weaknesses.

Amazon's focus on efficiency, customer obsession, and data-driven decision-making has led to

unparalleled growth but also faced criticism for its intense work culture.

Google's emphasis on a collaborative, innovative environment and initiatives like the Oxygen

Project showcase a commitment to employee well-being, yet it may sometimes encounter

challenges related to decision-making and accountability.

Ultimately, both companies have achieved significant success by leveraging their unique
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leadership styles, but there are areas where improvement or adaptation could help address

some of the criticisms or challenges they face in their respective work cultures.

Bezos’ Letter to Shareholders

In his 1997 shareholder letter, Jeff Bezos issued a manifesto “It’s all about the long-term” where

he laid out his approach to business and to running Amazon. He pledged that decisions would be

made with a long-term lens and with a focus on market leadership. This manifesto has been

included in every single shareholder letter for the last 20 years! After reading these letters, it is

clear that the fundamentals of how Amazon does business remain the same. Talk about

commitment and consistency.

A focus on the long-term is important for several reasons. First, for a company that drives

growth through innovation, a long-term approach allows for experimentation and an acceptance

of short-term failures. “Failure comes part and parcel with innovation. It is not an option.” A lot

of Amazon’s growth has been driven by AWS, Marketplace, and Prime. Each of these offerings

was a bold bet at first, with many skeptics. In Bezos’ 2014 letter, he noted that sensible people

“worried (often!)” that these initiatives could not work. Bezos believed in his vision and stayed

heads down.
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ORGANISATION DESIGN

Amazon’s Organisational Design

Amazon's organizational design is geared toward fostering innovation, customer

centricity, and efficiency. The decentralized structure, focus on customer needs, data-driven

decision-making, leadership principles, and a culture of innovation collectively contribute to

Amazon's success and its ability to adapt and thrive in a dynamic business environment.

Continual adaptation and optimization in its organizational design remain critical for Amazon

to sustain its growth and competitive edge.

Amazon operates through several distinct business segments, such as the consumer

business (including retail and third-party marketplace), Amazon Web Services (AWS), devices,

entertainment (Amazon Studios), and other initiatives.

Amazon fosters a culture that encourages experimentation, innovation, and

adaptation. The company encourages employees to take risks, experiment with new ideas, and

learn from failures, fostering a culture of continuous improvement.

Ambidexterity

Yes, Amazon can be considered an ambidextrous company. Ambidexterity refers to the

ability of a company to balance the exploitation of its current competencies and the exploration

of new opportunities.

Amazon showcases elements of an ambidextrous organization due to its ability to

balance exploration and exploitation to some extent, although it may not fully embody

ambidexterity due to certain limitations within its structure and operations.

Amazon excels in exploiting its core business areas, continually refining its operations

and enhancing customer service in e-commerce, AWS, and other established divisions.
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Exploration (Innovation): The company demonstrates a commitment to exploration and

innovation. For instance, diversifying into cloud services (AWS), streaming (Amazon

Studios), and hardware (Kindle, Echo) showcases its exploration efforts.

Amazon strikes a balance between improving operational efficiency in its core businesses and

investing in new ventures and technology, exploring and expanding into various industries

beyond its traditional retail business.

The decentralized organizational structure at Amazon might pose challenges in coordination

and integration across its diverse business segments, potentially hindering seamless exploration

and exploitation.

The structure could potentially slow down decision-making due to multiple decision nodes and

decentralized authority across the organization.

CRITICAL THINKING & DECISION MAKING

At Amazon, decision-making processes are primarily driven by a combination of data-

driven analysis, leadership principles, customer-centricity, and a decentralized approach.

Several factors guide decision-making within the company:

Key Aspects of Decision-Making at Amazon:

Data-Driven Approach:

Amazon heavily relies on data analysis and metrics to evaluate performance, assess customer
behavior, and make informed decisions across various aspects of its operations.

The company uses data-driven insights to guide strategies related to product offerings,

inventory management, pricing, logistics, and customer experience.

Leadership Principles:

Amazon's 14 Leadership Principles: These principles serve as a framework for decision-

making at all levels within the company. They include customer obsession, bias for action,

frugality, high standards, and innovation, among others.

Customer-Centricity:

Focus on Customer Needs: Amazon's decision-making heavily revolves around understanding

and meeting customer needs. This customer-centric approach influences product development,
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service improvements, and strategic initiatives.

Decentralized Decision-Making:

Amazon's organizational structure allows different business units a level of autonomy in

decision-making. This decentralized approach encourages innovation, agility, and

responsiveness within these semi-autonomous units.

Culture of Experimentation and Innovation:

Amazon fosters a culture that encourages experimentation, innovation, and adaptation.

Employees are encouraged to experiment with new ideas, fostering a culture of continuous

improvement.

SITUATION ANALYSIS

SWOT Analysis of Amazon

Strengths:

Market Leader: Amazon is a dominant force in e-commerce, cloud computing (Amazon Web

Services), and AI-powered devices (Alexa).

Diverse Product Portfolio: It offers a wide range of products and services, including Prime,

Kindle, AWS, and Whole Foods.

Innovation: Constant innovation and investment in technology, leading to enhanced customer

experience and operational efficiency.

Global Presence: Operations span across various countries, providing a vast customer base.

Weaknesses:

Regulatory Issues: Facing scrutiny due to its market dominance, facing antitrust concerns in

multiple regions.

Dependency on Online Sales: Vulnerability to market fluctuations, especially in a competitive

online retail environment.

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Counterfeit Products: Challenges in maintaining quality control and preventing counterfeit

products on its platform.

Labour Practices: Criticisms related to employee treatment and working conditions in its

warehouses.

Opportunities:

Expansion of Services: Diversifying further into new markets or industries like healthcare,

entertainment, and logistics.

International Growth: More room for growth in emerging markets where e-commerce adoption

is on the rise.

Technological Advancements: Leveraging emerging technologies like AI, IoT, and blockchain

for more efficient operations.

Sustainable Initiatives: Meeting the increasing demand for sustainable products and practices.

Threats:

Competition: Increasing competition from established players like Walmart and emerging e-

commerce platforms.

Regulatory Challenges: Antitrust regulations and data privacy concerns impacting operations

and expansion plans.

Supply Chain Disruptions: Vulnerability to disruptions in the supply chain, as seen during the

COVID-19 pandemic.

Cybersecurity Risks: Potential threats to customer data and security, posing a risk to trust and

reputation.

Porter's Five Forces Analysis of Amazon:

1. Threat of New Entrants:

Moderate: High capital requirements and Amazon's strong brand presence act as barriers, but

smaller niche players or existing retailers entering e-commerce pose some threat.

2. Bargaining Power of Buyers:

Moderate to High: Buyers have a significant choice due to the presence of various e-commerce
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platforms, but Amazon's competitive pricing and wide product range reduce buyer bargaining

power to an extent.

3. Bargaining Power of Suppliers:

Low to Moderate: Amazon's size and scale give it leverage with suppliers, but in certain

markets or for specific products, supplier power might be higher.

4. Threat of Substitutes:

Moderate: Other e-commerce platforms and brick-and-mortar stores can serve as substitutes,

but Amazon's convenience, pricing, and diverse services make it a preferred choice for many

customers.

5. Competitive Rivalry:

High: Intense competition exists with major players like Walmart, Alibaba, and other emerging

e-commerce platforms. Innovation and pricing strategies play key roles in staying ahead.

These analyses showcase Amazon's strengths, weaknesses, opportunities, and threats in the

market, while also considering the competitive landscape and industry dynamics using Porter's

Five Forces framework.

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RESOURCES & CAPABILITIES

A resource-based view (RBV) analysis of Amazon to understand its resources, capabilities,

and sustainability of its current trajectory.

Resources of Amazon:

1.Technology Infrastructure:
Leading cloud computing platform globally, providing a range of services like storage,

computing power, and database solutions.

Robust technological capabilities and investments in AI for improving customer experience

and operational efficiency.

2. Financial Resources:
Strong financial position allowing significant investments in R&D, acquisitions, and expansion

into new markets or services.

Substantial reserves enabling strategic decisions, innovations, and potential disruptions.

3. Supply Chain and Logistics:

Vast network of warehouses, fulfillment centers, and delivery mechanisms worldwide.

Third-Party Seller Platform: Enabling millions of sellers to reach customers globally through

Amazon's platform.

4. Brand and Customer Base:

Strong brand recognition and trust among customers.

Large subscriber base enjoying exclusive benefits, enhancing customer retention.

Capabilities and Competitive Advantages:

1. Operational Efficiency:
Ability to handle vast amounts of transactions and data efficiently.

Efficient supply chain management and fast delivery options.

2. Innovation and R&D:

Focus on technology advancements, enhancing user experience and introducing new services.

Utilization of customer data for personalization and business insights.

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3. Customer-Centric Approach:

Strong emphasis on customer satisfaction and service quality.

Tailored recommendations and user experience based on data analysis.

Resource Allocation and Decision Making:

Amazon's resource allocation decisions are likely based on a combination of factors, including:

Long-term strategic goals and objectives.

ROI and growth potential of different business segments or projects.

Market trends and competitive analysis.

Customer needs and preferences.

Technological advancements and innovation.

However, challenges exist:

Regulatory Scrutiny: Increasing regulatory pressures and antitrust concerns may limit certain

business practices.

Competition: The competitive landscape is evolving rapidly, with established players and

emerging startups posing threats in different segments.

Ultimately, Amazon's sustainable trajectory depends on its ability to adapt to changing market

dynamics, effectively manage resources, innovate continuously, address regulatory challenges,

and maintain its competitive edge while meeting customer demands. Regular strategic reviews

and dynamic resource allocation will be key in navigating these complexities for long-term

sustainability.
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BUSINESS RHYTHM

Amazon operates with a high degree of structured rhythms and processes, known for its

relentless focus on efficiency, innovation, and customer-centric operations. However, it's

important to note that while certain aspects of Amazon's operations are highly structured and

regimented, others may have a more informal approach, promoting agility and rapid decision-

making.

Formal Rhythms and Structures:

Amazon is guided by its "Leadership Principles," a set of 14 principles that serve as the

foundation for decision-making, fostering a consistent culture and approach across the

company.

The company emphasizes operational excellence and efficiency, which is evident in its well-

defined logistics and supply chain operations. Amazon's fulfillment centers and delivery

networks operate on a structured rhythm to ensure timely deliveries.

While structured in many aspects, Amazon encourages a culture of innovation and

experimentation through initiatives like "Day 1" mentality, allowing teams to ideate, test new

concepts, and explore innovative solutions.

The company heavily relies on data analytics and metrics to drive decision-making across

various business units, contributing to a structured and analytical approach.

Informal Agility and Flexibility:

Amazon operates in a highly dynamic industry, leading to a fast-paced work environment that

necessitates quick adaptation and response to market changes.

There's evidence of decentralized decision-making and autonomy within teams, allowing for

rapid execution and flexibility in addressing customer needs.

The company can swiftly pivot and adapt strategies based on market feedback, customer

behavior, and emerging trends, reflecting a more agile and less rigid approach.

Effectiveness of Amazon's Operational Rhythm:

Amazon's combination of formal rhythms and informal agility contributes to its overall
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effectiveness, allowing the company to:

Its structured processes enable the company to adapt swiftly to changing market dynamics

while maintaining operational efficiency.

Encourage Innovation: The balance between structured rhythms and an informal culture of

experimentation fosters a culture of innovation, enabling Amazon to introduce new services and

products continuously.

The company's agility helps it meet evolving customer needs by quickly adjusting operations,

services, and offerings.

To replace the power point presentations, Bezos created a mechanism where a six- page

memo explaining the purpose of the meeting is prepared. The first 30 mins goes into reading

the memo and builds a context around the meeting. This helps that the group is on the same

page before discussion starts (Locke, 2019).

The memo allows the presenters to create a memo, this is in lines with the work

backward strategy wherein the product team is first asked to prepare a media brief. The key

questions to be answered in the memo are as follows:

1. Customer profiles – Who are they?

2. How are we benefitting the customers?

3. What are the problems we intend to solve?

4. How will the idea strike with the customers.

ALIGNMENT & PERFORMANCE

Amazon's mission is "to be Earth's most customer-centric company, where customers can find

and discover anything they might want to buy online." Evaluating its alignment with this

mission involves assessing how its strategies, operations, and financial results align with the

goal of customer-centricity.
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Alignment to Mission

Amazon's diverse offerings, including Prime, Kindle, AWS, and extensive product

selection, cater to a broad spectrum of customer needs. The emphasis on fast shipping, easy

returns, and personalized recommendations aligns with enhancing the overall customer

experience. Investments in technology, AI, and logistics support the mission by enabling better

service, efficiency, and personalized experiences for customers. Initiatives like Amazon Go,

Alexa, and drone delivery showcase the company's commitment to pioneering customer-

focused innovations.
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Achieving Alignment

Amazon achieves alignment with its mission through various strategies and practices.

The company uses a "working backward" approach, where it starts with the customer and works

backward to develop solutions that meet their needs. Amazon also emphasizes speed and

agility, enabling it to quickly respond to changing customer preferences and market conditions.

The company also invests heavily in research and development, infrastructure, and talent

acquisition to support its long-term growth and innovation. Finally, Amazon uses data and

technology to drive decision-making and performance management, enabling it to optimize its

operations and improve customer satisfaction.

Link between Operational Results and Strategy

Consistent year-over-year revenue growth reflects the effectiveness of Amazon's

strategies in capturing market share and expanding its customer base. While revenue has been

consistently high, the company's profitability has varied due to significant investments in R&D,

infrastructure, and new market penetration. Metrics related to order fulfillment, delivery times,

and warehouse operations demonstrate Amazon's focus on operational excellence. Metrics such

as customer reviews, repeat purchases, and Prime membership growth serve as indicators of

customer satisfaction and loyalty.

In the first quarter of 2021, Amazon's net sales increased by 44% year-over-year, while

its net income increased by 220% year-over-year (Amazon, 2021). These results demonstrate

the effectiveness of Amazon's strategy in meeting customer needs and generating value for

shareholders.

Amazon's strategies, operational metrics, and financial performance are largely aligned

with its mission of customer-centricity. The company's relentless focus on innovation,

operational efficiency, and customer satisfaction reflects in its strategies and results. However,

profitability fluctuations due to aggressive investments might raise questions about short-term

financial performance against the backdrop of long-term strategic intent. Overall, Amazon's
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emphasis on customer-centric services, innovation, and operational excellence demonstrates

alignment with its mission despite occasional trade-offs between profitability and strategic

investments.

METRICS & TRACKING

One of the key insights of how the management and leadership works in Amazon is

available in the book Working Backwards: Insights, Stories, and Secrets from Inside Amazon

written by Colin Bryar and Bill Carr who are the veterans at the company (Drift, 2021).

The authors in the book lay a great importance on the fact that good leaders should

“instrument” the organisations they are running. In lay man terms they need to be able to

measure what organisation is doing and which direction are they moving in.

Amazon has two kinds of metrics for measuring the company’s performance.
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1. Controllable Input Metrics – these are essentially leading indicators, but were

recoined by Bezos with a viewpoint that a leading indicator is only worth

paying attention to if one can control it.

2. Output Metrics

The DMAIC Method of Amazon’s Metrics

DMAIC stands for Define, Measure, Analyze, Improve, and Control—a structured

problem-solving and process improvement methodology used in Six Sigma. While Amazon

doesn't explicitly disclose the detailed application of DMAIC, the company likely employs

similar continuous improvement methodologies across its operations to enhance efficiency

and customer satisfaction.

Defining a Metric: Amazon defines areas requiring improvement by identifying bottlenecks,

inefficiencies, or customer pain points within its operations or services. Clear objectives are

set to address the identified issues, aligning with the company's overarching goals and

strategies.

Measure: Amazon collects relevant data on key performance metrics related to the

identified problem areas. These metrics could include delivery times, customer

feedback, sales figures, etc.

Quantitative measures are established to understand the current state and performance

level of the processes.

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Analyse: Amazon conducts an in-depth analysis to identify the root causes behind the identified

problems or performance gaps using various analytical tools and methodologies.

Utilizing statistical methods and data analytics, Amazon examines the collected data to gain insights

into the causes of inefficiencies or issues.

Improve: Based on the analysis, Amazon develops and implements solutions or process

improvements aimed at addressing the root causes of the identified issues.

The company may conduct pilot programs or tests to validate the effectiveness of proposed

improvements before full-scale implementation.

Control: Amazon continuously monitors the implemented changes and measures their impact

on the key metrics.

Control measures and processes are put in place to sustain the improvements and prevent the

recurrence of identified issues.

Jeff Bezos and Andy Jassy have played significant roles in managing change within Amazon,

albeit in different capacities and at different times. Assessing their effectiveness in managing

change involves analyzing their leadership styles, strategic decisions, and the impact of their

initiatives on Amazon's growth and evolution.

Jeff Bezos:

Leadership and Change Management:

Bezos was instrumental in shaping Amazon's vision as a customer-centric company, driving

innovation, and expanding into diverse sectors beyond e-commerce.

His leadership encouraged a culture of risk-taking, experimentation, and long-term thinking,

enabling Amazon to pioneer new services and technologies.

Evidence of Effective Change Management:

Under Bezos's leadership, Amazon diversified beyond e-commerce into cloud computing

(AWS), streaming services, hardware (Kindle, Echo), and other ventures, significantly

expanding its offerings.

Bezos focused on operational efficiency, driving initiatives like Prime, fulfillment network
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expansion, and automation, enhancing customer experience and logistics.

Andy Jassy:

Leadership and Change Management:

Jassy was instrumental in the success and growth of AWS, demonstrating a deep understanding

of cloud computing and technology.

Jassy took over as CEO in 2021, inheriting a company with a strong foundation but facing

challenges related to regulatory scrutiny and market competition.

Evidence of Effective Change Management:

Under Jassy's leadership, Amazon continued investing in technological innovation, AI, machine

learning, and expanding AWS services, maintaining its position as a leader in the cloud

industry.

Jassy emphasized long-term growth, maintaining a strategic approach to navigate challenges

while fostering innovation and customer-centricity.

Jassy versus Bezos

The major difference between Jassy and Bezos way of functioning is that unlike Bezos,

Jassy is focussed on regulatory and political challenges that might have an impact on Amazons’

business strategy (McCabe & Weise, 2022).

Furthermore, Jassy is known to believe in work life Harmony more than work life

balance, with a though that if you are happy at work, you are happy at home and vice a versa

irrespective of number of hours you spend at work.

Thirdly, Jassy is looking to focus more on operations and strategy with Bezos delegated

to subordinates, especially on the logistics front. He is reviewing the drop in sales post covid-

19 probably because people are now going out to buy stuff than ordering online. To this Jassy

also recognises that the company has done unnecessary expansions in terms human resource

and assets in logistics department and looks forward to making it more

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efficient by understanding the market needs and customer reviews on kind of products

required (Aten, 2021).

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SUMMARY

Jassy vs Bezos, who is a better leader?

Comparing Andy Jassy and Jeff Bezos as leaders involves considering their respective

contributions, leadership styles, and the impact they've had on Amazon's growth and

culture. Both leaders have made significant contributions to Amazon, albeit in different

capacities and during different phases of the company's evolution.

Bezos's Legacy: Bezos's visionary leadership built Amazon into what it is today,

fostering innovation and reshaping industries. His boldness and risk-taking were

instrumental in Amazon's growth.

Jassy's Stewardship: Jassy has demonstrated a deep understanding of technology and

continued Amazon's trajectory, particularly in the realm of cloud services, while

emphasizing strategic growth.

Both Bezos and Jassy have demonstrated effective change management abilities, driving

Amazon's growth and innovation. Bezos's visionary leadership built the foundation, while

Jassy continues to navigate change, focusing on sustained innovation and strategic growth

in an ever-evolving business landscape. Their combined efforts have contributed to

Amazon's resilience and continued success in managing change and driving the company

forward.
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TEAM PARTICIPATION

The various parts of the case study were divided among the team. However, all

members ensured that irrespective of the topic to be prepared all reading material are shared

with every member so that each team member develops and understanding of the case study.

This was followed by series of discussions on every topic to hear out the perspectives based on

the material shared as pre-read. For every round of discussion, a team member took turns to

minute the discussions and summarise the outcome of the discussion. The final meeting was

held to discuss the summary.

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