Jeff Bezos

Oh, it was really long. More than 10 minutes, I think.

Oh, it was really long. More than 10 minutes, I think.

I mean, it was many minutes. And so it dramatically made the point that something was wrong with the data collection. We weren't measuring the right thing. And that set off a whole chain of events where we started measuring it right. And that's an example, by the way, of truth-telling. That's an uncomfortable thing to do. But you have to seek truth even when it's uncomfortable.

I mean, it was many minutes. And so it dramatically made the point that something was wrong with the data collection. We weren't measuring the right thing. And that set off a whole chain of events where we started measuring it right. And that's an example, by the way, of truth-telling. That's an uncomfortable thing to do. But you have to seek truth even when it's uncomfortable.

I mean, it was many minutes. And so it dramatically made the point that something was wrong with the data collection. We weren't measuring the right thing. And that set off a whole chain of events where we started measuring it right. And that's an example, by the way, of truth-telling. That's an uncomfortable thing to do. But you have to seek truth even when it's uncomfortable.

And you have to get people's attention. And they have to buy into it. And they have to get energized around really fixing things.

And you have to get people's attention. And they have to buy into it. And they have to get energized around really fixing things.

And you have to get people's attention. And they have to buy into it. And they have to get energized around really fixing things.

This is another really good and kind of deep question because there are big things that that are really important to manage. And then there are small things internally to Amazon. We call them paper cuts. So we're always working on the big things. And most of the energy goes into the big things, as it should. And you can identify the big things.

This is another really good and kind of deep question because there are big things that that are really important to manage. And then there are small things internally to Amazon. We call them paper cuts. So we're always working on the big things. And most of the energy goes into the big things, as it should. And you can identify the big things.

This is another really good and kind of deep question because there are big things that that are really important to manage. And then there are small things internally to Amazon. We call them paper cuts. So we're always working on the big things. And most of the energy goes into the big things, as it should. And you can identify the big things.

And I would encourage anybody, if anybody listening to this is an entrepreneur that's a small business, whatever, you know, think about the things that are not going to change over 10 years. And those are probably the big things. So like I know in our retail business at Amazon, 10 years from now, customers are still going to want low prices.

And I would encourage anybody, if anybody listening to this is an entrepreneur that's a small business, whatever, you know, think about the things that are not going to change over 10 years. And those are probably the big things. So like I know in our retail business at Amazon, 10 years from now, customers are still going to want low prices.

And I would encourage anybody, if anybody listening to this is an entrepreneur that's a small business, whatever, you know, think about the things that are not going to change over 10 years. And those are probably the big things. So like I know in our retail business at Amazon, 10 years from now, customers are still going to want low prices.

I know they're still going to want fast delivery, and I just know they're still going to want big selection. So it's impossible to imagine a scenario where 10 years from now, I say, where a customer says, I love Amazon, I just wish the prices were a little higher. Or I love Amazon, I just wish you delivered a little more slowly.

I know they're still going to want fast delivery, and I just know they're still going to want big selection. So it's impossible to imagine a scenario where 10 years from now, I say, where a customer says, I love Amazon, I just wish the prices were a little higher. Or I love Amazon, I just wish you delivered a little more slowly.

I know they're still going to want fast delivery, and I just know they're still going to want big selection. So it's impossible to imagine a scenario where 10 years from now, I say, where a customer says, I love Amazon, I just wish the prices were a little higher. Or I love Amazon, I just wish you delivered a little more slowly.

So when you identify the big things, you can tell they're worth putting energy into because they're stable in time. Okay. But you're asking about something a little different, which is, in every customer experience, there are those big things. And by the way, it's astonishingly hard to focus even on just the big things. So even though they're obvious, they're really hard to focus on.

So when you identify the big things, you can tell they're worth putting energy into because they're stable in time. Okay. But you're asking about something a little different, which is, in every customer experience, there are those big things. And by the way, it's astonishingly hard to focus even on just the big things. So even though they're obvious, they're really hard to focus on.

So when you identify the big things, you can tell they're worth putting energy into because they're stable in time. Okay. But you're asking about something a little different, which is, in every customer experience, there are those big things. And by the way, it's astonishingly hard to focus even on just the big things. So even though they're obvious, they're really hard to focus on.