The Amazon Management System . Ram Charan

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      The high standards

Fight for the top talent

      Building Block 2:

      Continuous Bar-Raising Talent Pool

      History tells us that most people who have come up with fascinating new ideas have failed. Why? Because they remained primarily as dreamers themselves, and lacked the solid grip on execution required to convert their dreams into reality as builders do.

      Bezos is rare among visionaries, for in addition to having 20-20 insight into what will transpire, he is also a builder and also a man of his words. His relentless commitment to excellent execution enables him to cut through all factors on the surface and get straight into the single most important factor accountable for success: the right people.

      That’s why back in 1994, before informing his colleagues at D. E. Shaw and Co. of his decision to leave his lucrative job on Wall Street to start his own company, Bezos made a special trip from New York to California to conduct his first round of interviews for experienced programmers. Luckily he lured Shel Kaphan, a startup veteran and a technical genius, to be the first employee of Amazon. Since then he has consistently filled the talent pipeline with individuals who have provided immeasurable value to the company.

      It’s also why if you ask Bezos what the most important decision is at Amazon, his answer will be and has always been from the very beginning: hiring the right talent.

      Many Amazon people will recall Bezos repeatedly telling them so. In fact, Bezos has gone so far as to say that “It’s better to let the perfect person go than to hire the wrong person and to deal with the ramifications.”1

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