AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |
Back to Blog
Andy jassy ceomims12/6/2023 Of course, there will be plenty of meetings that will have significant virtual participation, but having more in-person interactions helps people absorb the culture better. It’s also easier for leaders to teach when they have more people in a room at one time, can better assess whether the team is digesting the information as intended and if not, how they need to adjust their communication. For those unsure about why something happened or somebody reacted a certain way, it’s easier to ask ad-hoc questions on the way to lunch, in the elevator, or the hallway whereas when you’re at home, you’re less likely to do so. When you’re in-person, people tend to be more engaged, observant, and attuned to what’s happening in the meetings and the cultural clues being communicated. It’s especially true for new people (and we’ve hired a lot of people in the pandemic) but it’s also true for people of all tenures at Amazon. It’s easier to learn, model, practice, and strengthen our culture when we’re in the office together most of the time and surrounded by our colleagues. Our respective views of what we thought was optimal evolved as the pandemic wore on and then eased. The guiding principle in these conversations was to prioritize what would best enable us to make customers’ lives better and easier every day, and relentlessly invent to do so. S-team listened to employees, watched how our teams performed, talked to leaders at other companies, and got together on several occasions to discuss if and how we should adjust our approach. We subsequently updated guidance a few times, with the last guidance (in the second half of 2021) being that Director-level leaders would decide for their teams where they’d work, and we’d experiment for the next chunk of time.īecause the pandemic lasted as long as it did, we were able to observe various models-some teams working exclusively from home, some in the office full-time together, and many flavors of hybrid-over a meaningful period of time. Jassy seems undeterred, adding: “We strongly believe that One Medical and Amazon will continue to innovate together to change what primary care will look like for customers.It’s hard to believe, but it’s been nearly three years since the pandemic began, and we recommended that all our employees who were able to work from home do so. When the service was announced, its competitive $144 teaser price-a 28% discount for the first year-spooked the sector, with anti-monopoly groups calling on the Federal Trade Commission to block Amazon’s purchase of the company for fear it would dominate the market. In 2022 the business made the next step into health care with the purchase of One Medical, Jassy reasoning primary care is the “prevalent first stop in the patient journey.”ĭespite pulling back on its brick-and-mortar stores, Jassy lauded the operation’s combination of virtual and in-person appointments, claiming One Medical’s existing relationships with local hospital systems makes “seeing specialists easy.” Taking Amazon’s classic positioning of a high street competitor, the CEO wrote that the launch of the service in 2020 was a result of continued pressure from customers “expressing frustration with current providers.” A major departure from e-commerceĪlthough a proponent of innovation, Jassy highlighted that Amazon’s adventure into the world of health care had started out from a point that felt more comfortable: pharmacy. “We believe that we’ve only scratched the surface of what’s possible to date and plan to keep building the features our business customers tell us they need and want,” he wrote. Amazon Business-a service which offers organizations wholesale office supplies and items in bulk-now drives roughly $35 billion in annualized gross sales, Jassy revealed, with its 6 million active users including 96 of the global Fortune 100 companies.
0 Comments
Read More
Leave a Reply. |