Top 100 Quotes & Sayings by Andy Jassy
Explore popular quotes and sayings by an American businessman Andy Jassy.
Last updated on December 25, 2024.
I think that always our focus is gonna be the customers.
If you believe developers will build applications from scratch using web services as primitive building blocks, then the operating system becomes the Internet.
When you experience great voice apps, it makes tapping on an app so circa 2005.
You know, Amazon as a whole has become - has been successful, and across a few different business segments, but simply because the company's been successful, in a few different business segments, doesn't mean it's somehow too big.
The vast majority of companies will not own their own data centers in the fullness of time. All that computing is moving to the cloud. This space is going to be a high-volume, relatively low-margin business.
I took my last final exam at HBS, the first Friday of May in 1997, and I started Amazon next Monday. No, I didn't know what my job was going to be, or what my title was going to be.
I've been at Amazon for almost 20 years at this point, so I've obviously drunk the Kool-Aid.
It's not a surprise to us that every large technology company is trying to build an offering like AWS' because it's such a good value proposition for customers.
We feel like we experienced probably two to three years of growth in 18 months. You couldn't probably responsibly plan for a pandemic or the amount of capacity that's needed.
I think it's scary for consumer confidence and for confidence in U.S. businesses and potential credit ratings if we don't make sure that we raise that debt ceiling.
Well, I think that the pandemic, I mean what a crazy period. I don't think any of us have lived through anything like that before and I hope we never live through anything like that after.
When we launched Lambda, the first serverless compute service, it was a watershed moment.
It's easy to play it safe, but the reality is that if you want to keep changing the world for customers, which we all want to do, you have to make bets and you have to be willing to fail.
People ask us a lot about the notion of spinning AWS off. We have no plans to do so. I will never say never, but there's no compelling reason. Amazon has been so generous and gracious in aggressively funding AWS that there's no reason to do it.
My suspicion is that a lot of these office buildings will start to evolve from being optimized for individual offices or cube space to being hot offices where you decide which day you're going to come in and then you reserve a desk.
We've had the facial recognition technology out for use for over two-and-a-half years now, and in those two-and-a-half years, we've never had any reported misuse of law enforcement using the facial recognition technology.
Customers or employees are free to shoot me email. I may not respond to every single one because sometimes the numbers are voluminous, but I read them all.
Even when we go back to having meetings in person, we will continue to incorporate a lot of the things we learned in virtual meetings to make sure we get the right engagement from all of our remote teammates.
If you're flying everyone Business and First Class to meet customers, it's a pretty substantial expense, and none of that benefits customers.
You have to have the courage to pull the company up and force them to change and move.
We had a really animated debate about whether we should allow third-party sellers to sell on the Amazon site.
During the pandemic in our fulfillment centers, we had a system and a process around people being able to request short and long term leave and the process just didn't scale.
We compete with very large companies. These are companies like Walmart and Target and Kroger and some very successful digital companies like eBay and Etsy and Wayfair, and we don't have the ability to raise prices in any kind of unfettered way.
We knew that the largest consumers of infrastructure would be large enterprise because they spend more absolute dollars. But we also had a mental image of a college kid in his dorm room having the same access, the same scalability and same infrastructure costs as the largest businesses in the world.
I think that there are a number of older-guard technology companies who either genuinely believe or are hoping people will believe that companies aren't going to move to the cloud that quickly or that a very large amount of workloads will remain on-premises forever. I don't believe that.
Invention requires two things: One, the ability to try a lot of experiments, and two, not having to live with the collateral damage of failed experiments.
If something is going to happen, whether you want it to happen or not, it is going to happen. And you are much better off cannibalizing yourself, or being ahead of whatever direction the world is headed than you are howling at the wind or wishing it away or trying to put up blockers.
Our leadership principles often have tension in them. And I think that's actually a good thing and it makes sense.
When you have a new idea that hasn't been done before, you need that conviction, that blind faith that it could work.
Jeff is an incredibly unusual leader who is unbelievably talented and I learned a massive amount.
Tennis is very much a meritocracy. There's no favoritism, there's no politics. You either win or lose based on how you perform in the moment.
We have a large number of people working in AI. If you look around homes and the workplace, there are all these sensors in many devices. This is what people commonly call the Internet of Things.
In the past we've tried to hire people in locations where we have critical mass, because we thought it was better for people's career development and easier for them to collaborate. We realized if you have somebody in a particular location who is willing to work the hours to be able to collaborate, you can do it very efficiently.
We don't think of HQ1 being Seattle any longer. We really think of it as Puget Sound.
Simply because Amazon decides to pursue a market segment doesn't mean the customers are going to spend their money there, and so it means that we have to do an amazing job in providing a great customer experience that customers want.
Companies usually are not able to provision accurately the amount of data center capacity that they require, and this problem recurs when they create their own internal cloud infrastructure.
I mean it's easy to have a website. It's inexpensive to do so, and most of the small businesses have that, but to get access to hundreds of millions of customers is hard.
There are certain jobs where you can just as easily, in some cases more effectively, work remotely. If you take an engineer, for example, when they get into the mode of coding, being on their own where they're not distracted or interrupted is very helpful.
I think at the end of the day with any technology, whether you're talking about facial recognition technology or anything else, the people that use the technology have to be responsible for it, and if they use it irresponsibly, they have to be held accountable.
Between what we do with Alexa and what we do in the living room, I think we have an opportunity to change what's possible for people and what's accessible to people.
It's like a kid opening gifts on Christmas. The people who come to re:Invent are really excited about what the cloud is letting them do.
For us, employee safety is priority number one for us in our fulfillment centers.
It's incredible how passionate people are about having the tools to control their own destiny.
We believe that governments and the organizations that are charged with keeping our communities safe have to have access to the most sophisticated, modern technology that exists.
We'd realized in the first ten years we'd built an infrastructure competence deep in the stack - reliable, scalable cost effective data centers to grow the Amazon retail biz the way we needed to. But we'd built Amazon so quickly that a number of the pieces of the platform had become entangled.
We're talking about the national security of our country and modernizing their technology platforms and the foundation on which all those applications are going to be used to protect our country. You have to make sure these decisions are made truly objectively.
You have to be willing to have failures along the way.
Most meetings largely take place in one physical location, and then people plug in remotely. But they are a little bit off to the side; they can't participate in the meeting as fully as you like.
Tennis was a particularly interesting growing-up experience. It's actually a difficult way of growing up because it's such an individual sport. It taught me a lot of life lessons that have been helpful later in my life.
Everybody at the company has the freedom - and really, the expectation - to critically look at how it can be better and then invent ways to make it better.
Tennis taught me what happens when you really work on something, and what happens when you don't.
A lot of times in intense moments, you tend to play conservatively because you're just trying to avoid losing, as opposed to trying to win.
If you know anything about what a lot of the senior leaders at Amazon do in their free time, they spend a lot of time on civil liberties. It's something that's very important to me and I think a lot of my peers.
With everybody being remote and everyone just getting one square, we have contributions and participation on a much more even playing field.
When you look at whether a company is a monopoly or not, the first thing you look at is what kind of market segment share they have.
There is no compression algorithm for experience.
We've led the way in the $15 minimum wage.
The reason Netflix chose to use AWS is because they knew they'd be treated as every bit as important a customer as Amazon the retailer is.
If you do any thorough, apples-to-apples, objective comparison of AWS versus Microsoft, you don't come out deciding that they're comparable platforms.
I think a lot of societal good is already being done with facial recognition technology.
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