A Quote by Roy Price

It's core to Amazon's culture that we want to innovate and think big, and it's great to be at a place like that. — © Roy Price
It's core to Amazon's culture that we want to innovate and think big, and it's great to be at a place like that.
History shows fans want consolidation; you see it across the web every place. The big players are people like Google, Amazon, eBay, Facebook.
A company doesn't have to compete with Amazon. A company can instead innovate in sectors Amazon doesn't presently care about.
I think Amazon is a place where people don't want to work.
I didn't want to get into any Amazon Prime Video show just like that. I was waiting for a big series to come where the script is good, the role is good and where there's great talent.
I don't think you can create culture and develop core values during great times. I think it's when the company faces adversity of extraordinary proportions, when there's no reason for the company to survive, when you're looking at incredible odds - that's when culture is developed, character is developed.
At Harman, we had to reinvent ourselves so that we can compete on a global playing field. We did it by instituting a culture where teams can take calculated risks. But to inspire such a shift in mindset requires meaningful rewards across the ranks and freedom to experiment and innovate. I like to think of it as our courage culture.
I think it's a competitive advantage that both Amazon and Google and other tech companies have over a lot of their counterparts. They take big risks and are pioneering new markets with the promise of big rewards. It's why Amazon is kind of reliably starting new businesses and opening kind of new frontiers.
All these big corporations like Amazon, those places have great distribution arms, but they can't create content.
At Amazon, we are very careful about what big strategic bets we place, but the ones we make, we keep iterating until we find something that we think has resonance with customers.
Know your core competencies and focus on being great at them. Pay up for people in your core competencies. Get the best. Outside the core competencies, hire people that fit your culture but are cheap.
If organizations are focused on a purpose, something that will make the world a better place and leave a big impact, people can rally behind that mission. If a company is only about making money, it's hard to unleash passion. If there's a big WHY that the company is working to solve, passion will flow like the amazon.
My feeling was, "This is the future." And what's great about a place like Amazon is they really give the creators of their shows freedom, and there is less limitations imposed on them creatively than when you're making a conventional network show.
I use Amazon for books. I use Amazon for loads of other things. I regard Amazon as a source, as I think a lot of other people do.
I think the food giants are realizing that one of the big myths of them is that they can innovate.
I've always liked Southeast Asia a lot. It's a wonderful place, an easy place. People are great, there's a lot of history and culture, and I like the serenity of Buddhism there. It's very beautiful. I find that to be a very nice place to visit.
I'm a New Yorker. I like the big streets and the big buildings. It's a great place to walk.
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