But workers are expected to embrace “frugality” (No. Compensation is considered competitive - successful midlevel managers can collect the equivalent of an extra salary from grants of a stock that has increased more than tenfold since 2008.
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Google and Facebook motivate employees with gyms, meals and benefits, like cash handouts for new parents, “designed to take care of the whole you,” as Google puts it.Īmazon, though, offers no pretense that catering to employees is a priority. While the Amazon campus appears similar to those of some tech giants - with its dog-friendly offices, work force that skews young and male, on-site farmers’ market and upbeat posters - the company is considered a place apart. He added that when he interviewed potential hires, he warned them, “It’s not easy to work here.” Bezos wrote in his 1997 letter to shareholders, when the company sold only books, and which still serves as a manifesto. “You can work long, hard or smart, but at you can’t choose two out of three,” Mr. 8: “bias for action”), performance that can be measured and an ability to defy limits (No. Within Amazon, ideal employees are often described as “athletes” with endurance, speed (No. The workplace should be infused with transparency and precision about who is really achieving and who is not. 12) or find the underlying ideas that can fix problems or identify new services before shoppers even ask for them.
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2), or mastery of every element of their businesses, and “dive deep,” (No. Employees are to exhibit “ownership” (No. 5: “Hire and develop the best”) who hold one another to towering expectations and are liberated from the forces - red tape, office politics - that keep them from delivering their utmost. The guidelines conjure an empire of elite workers (principle No. “Conflict brings about innovation,” he said. Only one, Keith Ketzle, a freckled Texan triathlete with an M.B.A., lit up with recognition, explaining how he left his old, lumbering company for a faster, grittier one. On a recent morning, as Amazon’s new hires waited to begin orientation, few of them seemed to appreciate the experiment in which they had enrolled. “Organizations are turning up the dial, pushing their teams to do more for less money, either to keep up with the competition or just stay ahead of the executioner’s blade,” said Clay Parker Jones, a consultant who helps old-line businesses become more responsive to change. Amazon is in the vanguard of where technology wants to take the modern office: more nimble and more productive, but harsher and less forgiving.
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It has just been quicker in responding to changes that the rest of the work world is now experiencing: data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees, and global competition in which empires rise and fall overnight. Amazon may be singular but perhaps not quite as peculiar as it claims.