Jeff Bezos

And the analogous thing at Blue Origin, and it will help us move faster, is we're going to become the world's most decisive company. We're going to get really good at taking appropriate technology risk, making those decisions quickly, being bold on those things. And having the right culture that supports that. You need people to be ambitious, technically ambitious.

And the analogous thing at Blue Origin, and it will help us move faster, is we're going to become the world's most decisive company. We're going to get really good at taking appropriate technology risk, making those decisions quickly, being bold on those things. And having the right culture that supports that. You need people to be ambitious, technically ambitious.

If there are five ways to do something, we'll study them. But let's study them very quickly and make a decision. We can always change our mind. Changing your mind, I talk about one-way doors and two-way doors. Most decisions are two-way doors. Can you explain that? Because I love that metaphor.

If there are five ways to do something, we'll study them. But let's study them very quickly and make a decision. We can always change our mind. Changing your mind, I talk about one-way doors and two-way doors. Most decisions are two-way doors. Can you explain that? Because I love that metaphor.

If there are five ways to do something, we'll study them. But let's study them very quickly and make a decision. We can always change our mind. Changing your mind, I talk about one-way doors and two-way doors. Most decisions are two-way doors. Can you explain that? Because I love that metaphor.

If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you walk out, and you spend a little time there. It turns out to be the wrong decision. You can come back in and pick another door. Some decisions... are so consequential and so important and so hard to reverse that they really are one-way door decisions.

If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you walk out, and you spend a little time there. It turns out to be the wrong decision. You can come back in and pick another door. Some decisions... are so consequential and so important and so hard to reverse that they really are one-way door decisions.

If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you walk out, and you spend a little time there. It turns out to be the wrong decision. You can come back in and pick another door. Some decisions... are so consequential and so important and so hard to reverse that they really are one-way door decisions.

You go in that door, you're not coming back. And those decisions have to be made very deliberately, very carefully. If you can think of yet another way to analyze the decision, you should slow down and do that. So when I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer because somebody would be bringing me a one way door decision. No, it's okay.

You go in that door, you're not coming back. And those decisions have to be made very deliberately, very carefully. If you can think of yet another way to analyze the decision, you should slow down and do that. So when I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer because somebody would be bringing me a one way door decision. No, it's okay.

You go in that door, you're not coming back. And those decisions have to be made very deliberately, very carefully. If you can think of yet another way to analyze the decision, you should slow down and do that. So when I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer because somebody would be bringing me a one way door decision. No, it's okay.

I can think of three more ways to analyze that. So let's go do that because we, we are not going to be able to reverse this one easily. Maybe you can reverse it, but it's going to be very costly and very time consuming. We really have to get this one right from the beginning. And, uh,

I can think of three more ways to analyze that. So let's go do that because we, we are not going to be able to reverse this one easily. Maybe you can reverse it, but it's going to be very costly and very time consuming. We really have to get this one right from the beginning. And, uh,

I can think of three more ways to analyze that. So let's go do that because we, we are not going to be able to reverse this one easily. Maybe you can reverse it, but it's going to be very costly and very time consuming. We really have to get this one right from the beginning. And, uh,

What happens unfortunately in companies, what can happen is that you have a one-size-fits-all decision-making process where you end up using the heavyweight process On all decisions, including the lightweight ones, the two-way door decisions. Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization.

What happens unfortunately in companies, what can happen is that you have a one-size-fits-all decision-making process where you end up using the heavyweight process On all decisions, including the lightweight ones, the two-way door decisions. Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization.

What happens unfortunately in companies, what can happen is that you have a one-size-fits-all decision-making process where you end up using the heavyweight process On all decisions, including the lightweight ones, the two-way door decisions. Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization.

And one-way door decisions are the ones that are the irreversible ones. Those are the ones that should be elevated up to the senior most executives who should slow them down and make sure that the right thing is being done.

And one-way door decisions are the ones that are the irreversible ones. Those are the ones that should be elevated up to the senior most executives who should slow them down and make sure that the right thing is being done.

And one-way door decisions are the ones that are the irreversible ones. Those are the ones that should be elevated up to the senior most executives who should slow them down and make sure that the right thing is being done.