徹底擊碎行為問題

Customer obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.

顧客至上。領導者從顧客出發、往回推導。他們竭力贏得並維繫顧客的信任。領導者雖然會關注競爭對手，但更執著於顧客。

I'm intentionally starting with customer obsession because frankly everything starts with the customer and works backwards from there at Amazon.

我刻意從「顧客至上」開始講起，因為坦白說，在 Amazon，一切都是從顧客出發、再往回推導的。

That's the way we think about our business. And it's always been true. It's always been palpable in the whole time that I've been here.

這就是我們思考業務的方式。一直以來都是如此，在我任職的整段時間裡，這一點始終清晰可感。

It's part of what attracted me to Amazon 26.5 years ago, which was, you could really feel that this was a culture and a company that not just talked about doing right by customers, but walk that walk. We're all customers of so many businesses and we all know what we're treated like and typically companies talk about being customer focused, but rarely are. And I really think Amazon has always been. And you've seen it from the beginning up to now, all sorts of examples of that.

這也是 26 年半前吸引我加入 Amazon 的原因之一：你能真切感受到，這是一家不只把「善待顧客」掛在嘴上、而是真正身體力行的公司與文化。我們每個人都是許多企業的顧客，都知道自己被如何對待——大多數公司都說自己以顧客為中心，但很少真的做到。我認為 Amazon 一直都做到了，從創立之初到現在，例子比比皆是。

But, you know, I remember the first full year I was at Amazon, one of the big debates that year was whether or not we should have customer reviews on books detail pages. We were books only retailer at that point. And the debate really was because publishers didn't want us to have customer reviews because some of them might be negative. But the reality is if you're trying to help customers make the best possible decision for themselves on whether they want a product or not, having honest customer reviews is incredibly helpful. So we decided to have those customer reviews.

我記得我在 Amazon 的第一個完整年度，當年最大的辯論之一，是我們該不該在書籍商品頁上開放顧客評論。那時我們還只是一家賣書的零售商。辯論的起因是出版商不希望我們放顧客評論，因為有些可能是負評。但事實是，如果你想幫助顧客為自己做出最好的購買決定，誠實的顧客評論極其有用。所以我們決定保留顧客評論。

You can see that customer focus all the way up to today. Just look at what happened during the pandemic where we had this very uncertain economy where every company in the world, including Amazon, was trying to save money however they could. Most technology companies looked at that environment and said, we're going to find a way to extract every last dollar from our customers in this tight economy. Amazon did the opposite. In our cloud computing business, in AWS, we proactively went to customers and tried to figure out how we could cost optimize for them where they could save money. So they could redeploy that money in the future on projects that actually could help their business and they could live to fight another day in a difficult economy. That's pretty different.

這種顧客導向一路延續到今天。看看疫情期間發生的事：經濟極度不確定，包括 Amazon 在內的所有公司都在想方設法省錢。大多數科技公司看著那個環境說：我們要在這個緊縮的經濟裡，從顧客身上榨出最後一塊錢。Amazon 卻反其道而行。在我們的雲端運算業務 AWS，我們主動去找客戶，想辦法幫他們做成本優化、幫他們省錢，讓他們能把這些錢投入未來真正對業務有幫助的專案，在艱困的經濟中活下去、再戰一天。這很不一樣。

And you can see it in how we do our product development here at the company as well. We won't write lines of code until we do the working backwards documents. A press release to make sure that if we built the product, we know that it's going to matter for customers. And then a frequently asked questions, document where we really try and vet ahead of time, all the things customers care about. What problem are we trying to solve? What will customers care most about? What would they be most disappointed about if we launch with this set of features? What will they love most? All the things that make it work for customers. That's what we're always trying to figure out.

你也能在我們的產品開發方式中看到這一點。在完成 working backwards 文件之前，我們不會寫任何一行程式碼：先寫一份新聞稿，確保如果我們做出這個產品，它對顧客真的重要；再寫一份常見問題（FAQ）文件，事先徹底檢驗顧客在乎的所有事情——我們要解決什麼問題？顧客最在乎什麼？如果帶著這組功能上線，他們最失望的會是什麼？最喜愛的會是什麼？所有讓產品對顧客成立的事情，都是我們一直在想辦法弄清楚的。

Now, I have also seen over time, sometimes people get confused about how competitors or economics come into play when you think about the leadership principle of customer obsession. And people wonder, well, am I being customer obsessed if I'm thinking about sustainability and economics of what I'm doing?

隨著時間過去，我也看到有些人搞不清楚，在思考顧客至上這條領導力原則時，競爭對手或經濟效益該扮演什麼角色。有人會問：如果我在考慮所做事情的可持續性和經濟效益，我還算顧客至上嗎？

And you know, of course, many of us remember in the early 2000, the company Cosmo, which promised one-hour delivery of videos to your house. They actually delivered a lot of ice cream in my house too, by the way. I really enjoyed the service. But it was not economic, and the business lasted a year or two and then it was gone. And you're not really doing right by customers over a long period of time, if you get them excited about something that you can't sustain. So, of course, you have to think about economics when you're thinking about what you're building.

我們很多人都記得 2000 年代初的 Cosmo 這家公司，承諾一小時內把影片送到你家。順帶一提，他們也送了很多冰淇淋到我家，我非常喜歡那個服務。但它在經濟上不成立，這門生意撐了一兩年就消失了。如果你讓顧客為一個你無法持續的東西興奮，長期來看你並沒有真正善待顧客。所以在思考你要打造什麼的時候，當然必須考慮經濟效益。

And, and then some people ask, well, am I being customer obsessed if I think about what competitors have offered and try to address something competitors have put out that customers like? And the reality is that if you're trying to build the best possible customer experience, you have to be aware of what competitors are doing. And if competitors build something that we have and by the way, we're very inventive and we're very customer focused, but we're not going to build every single new feature the customers love, there are going to be others that do so as well. And if a competitor builds something that customers love, we should be aware of it and we should be inspired by it and think about how we can improve our own customer experience with what we learn from what competitors have done.

然後有些人會問：如果我去看競爭對手推出了什麼、並試著回應顧客喜歡的競品功能，我還算顧客至上嗎？事實是，如果你想打造最好的顧客體驗，你必須知道競爭對手在做什麼。我們很有創造力、也非常以顧客為中心，但我們不可能做出顧客喜愛的每一個新功能，別人也會做出來。如果競爭對手做出了顧客喜愛的東西，我們應該要知道、應該受到啟發，思考如何用從中學到的東西改善我們自己的顧客體驗。

So we always are going to have to be aware of competitors and economics and building the best customer experience. But we're going to spend most of our waking hours focused on what we know customers care most about. And the reality is that everybody at this company has not just the freedom but really the expectation to look at what customers want and figure out how we can be better and better for them every day.

所以我們永遠必須關注競爭對手、關注經濟效益、打造最好的顧客體驗。但我們醒著的大部分時間，仍要專注在我們知道顧客最在乎的事情上。而事實上，在這家公司，每個人不只有自由、更被期待去觀察顧客想要什麼，並想出我們如何每天為他們變得越來越好。

Ownership. Leaders are owners, they think long term and don't sacrifice long-term value for short-term results. They act on behalf of the entire company beyond just their own team. They never say “that's not my job.”

主人翁精神。領導者就是主人。他們著眼長期，不會為了短期成果犧牲長期價值。他們代表整間公司行動，而不僅僅是自己的團隊。他們從不說「那不是我的工作」。

Ownership that leadership principle is a mindset and a way to behave and in many ways, it's the most attitudinal of all of these leadership principles.

Ownership 這條領導力原則是一種心態、一種行事方式；就許多層面而言，它是所有原則中最「態度導向」的一條。

Yes, it means when you tell your team, you've got something, that you've got it. And that you don't have to be reminded constantly of getting it done. But it also is a way of thinking about the business and the company that’s more holistic and long-term. Great owners are always asking themselves, what would I do if this were my personal money?

是的，它意味著當你告訴團隊「這件事交給我」，你就真的會搞定，不需要別人不斷提醒。但它同時也是一種更全面、更長期地思考業務與公司的方式。優秀的 owner 總是問自己：如果這是我自己的錢，我會怎麼做？

And we used to talk about this anecdote a lot, which is the difference between renters and owners. So if you have an apartment and it's Christmas time and you buy a Christmas tree, sometimes a renter will actually, amazingly, nail the Christmas tree into the wood floor. You would never do that if you own that apartment and those wood floors. We have to think like owners.

我們以前常講一個「租客與屋主」的故事：如果你租了一間公寓，聖誕節買了一棵聖誕樹，有些租客竟然真的會把聖誕樹直接釘進木地板。如果那間公寓和木地板是你自己的，你絕對不會這麼做。我們必須像屋主一樣思考。

I was speaking with a young professional, actually just a few weeks ago, and I was asking that person about their new job—they don't work at Amazon—I was asking them about their new job and, and, and the store that they work in. And, I was asking them if they had any ideas for how they could increase the revenue of the store that they're working in. And they said, “well, I'm not really that interested in that, you know, I don't get paid more if I come up with an idea for more revenue, I don't get a commission on that. It's not really my area.” And I thought that's not ownership.

就在幾週前，我和一位年輕的職場新人聊天——他不在 Amazon 工作——我問他新工作和他任職那家店的情況，問他有沒有什麼想法可以提高那家店的營收。他說：「我對那個沒什麼興趣，想出增加營收的點子我又不會多領錢、也沒有抽成，那不算我的領域。」我心想：這就不是 ownership。

By the way, this young person will get this. This is a really young person. But my point is that's not how we think about ownership. That's not what we want. We want people who feel like owners who think about problems more holistically. If they see an issue and they don't know if it has an owner to resolve it, they find that owner. They don't just assume that Sarah or John has it.

順帶一提，這位年輕人以後會懂的，他真的還很年輕。但我的重點是：那不是我們對 ownership 的理解，也不是我們想要的。我們要的是有主人翁心態、能更全面思考問題的人。如果他們看到一個問題、不確定有沒有人負責解決，他們會去找到那個負責人，而不是逕自假設 Sarah 或 John 會處理。

If they see something that looks like it's half-finished or they don't know if there's going to be the right pass off to somebody. They make sure that there is that pass off and if there isn't, then they take care of it themselves.

如果他們看到某件事似乎做到一半，或不確定會不會被正確交接給某個人，他們會確保交接發生；如果沒有，就自己把它處理好。

Owners ensure the problems are owned, that they have a path to resolution and they drive it themselves as needed. And when there's a hard problem, owners don't punt it for somebody else. Owners figure out how to pull a group of people together to find the right solution for customers.

Owner 會確保問題有人負責、有通往解決的路徑，必要時親自推動。遇到難題時，owner 不會把它踢給別人，而是想辦法把一群人聚在一起，為顧客找到正確的解法。

They think about the issues from an entire company perspective and they think about it long term. That's what we want and owners and that's what we expect.

他們會從整間公司的角度、以長期的眼光思考問題。這就是我們想要的 owner，也是我們的期待。

Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.

創新與簡化。領導者期待並要求團隊創新與發明，並總是尋找簡化的方法。他們對外界保持敏銳，從各處尋找新想法，不受「非我發明」的侷限。當我們做新的事情時，我們接受可能長期被誤解。

So for a lot of companies who actually make it as a company, they get through the startup stage and make it as a company, they make it on the strength of a great innovative idea.

許多真正撐過新創階段、站穩腳跟的公司，靠的都是一個絕佳的創新點子。

However, for a lot of those companies, it actually becomes really difficult to invent something else new and they spend lots of time just iterating in small ways on that original invention idea that made them as a business. And it's actually difficult to sustain being successful in a dynamic the world we live in and how fast technology changes if you're not constantly inventing and reinventing.

然而對其中許多公司來說，之後要再發明出新的東西其實非常困難，於是他們花大量時間，只在當初讓他們成功的那個原始發明上做小幅迭代。在我們身處的動態世界、在技術變化如此之快的情況下，如果不持續發明與再發明，其實很難持續成功。

I think over the 29 years that we've started, Amazon thus far, we have been very vigilant and very strong at continuing to invent and simplify across our business. And in some cases, it's been whole cloth invention.

我認為在 Amazon 創立至今的 29 年裡，我們在整個業務中始終非常警覺、也非常擅長持續創新與簡化。有些情況是從零開始的全新發明。

You know, pioneering AWS and cloud computing is a good example of that or pioneering a digital book reader or a device that does natural language understanding and automatic speech recognition, like what we did with devices for Alexa, is another example.

開創 AWS 與雲端運算就是很好的例子；開創數位閱讀器，或是像我們為 Alexa 打造的、能做自然語言理解與自動語音辨識的裝置，是另一些例子。

And in many other cases, what we've done instead of whole cloth invention, is just completely reinvented our existing business and the customer experience associated with it. And a really good example of that is our marketplace business. So in the late nineties or so, what we noticed, being externally aware, was that customers were really responding well to companies like Ebay and half.com that had a lot of third-party sellers who are offering really broad selection and a variety of price points to customers. And we debated very animatedly inside the company, whether we should have a marketplace offering. And the reasons that people were resistant to doing so at the time were in part because we had all these relationships that we had set up with distributors and publishers and we didn't know whether they would be so keen on us allowing third party sellers in the marketplace or on our website. And then we also just couldn't really believe that anybody else, particularly third-party sellers, would take care of customers as well as we did. And so we really fought this and eventually we decided that we were going to build a marketplace offering. Because at the end of the day, having much broader selection for customers and lower prices was better for customers. And we're always going to shade on what we think customers want most.

而在許多其他情況下，我們做的不是全新發明，而是徹底重造既有業務及其顧客體驗。最好的例子就是我們的 marketplace 業務。九〇年代末，我們保持對外敏銳，注意到顧客對 eBay、half.com 這類擁有大量第三方賣家、能提供廣泛選擇與多元價位的公司反應非常好。我們在公司內部激烈辯論該不該推出 marketplace。當時人們抗拒的原因，一部分是我們與經銷商、出版商建立了許多合作關係，不確定他們是否樂見我們讓第三方賣家進入網站；另一部分是我們實在不敢相信其他人——尤其是第三方賣家——能像我們一樣照顧好顧客。我們為此爭執不休，最終還是決定要做 marketplace，因為歸根結底，讓顧客擁有更廣的選擇、更低的價格，對顧客更好。而我們永遠會往「顧客最想要什麼」的方向傾斜。

Then we really struggled with the right implementation. And what we started with was trying to build an auctions website like Ebay. And that was a complete me too offering that failed miserably. And then we said, OK, we'll take all our third-party seller selection and we'll put it in a separate area of our website that we called Z shops. And that's where all the third-party selection will be. But of course, that turned out to be a cul-de-sac in a place where nobody wanted to go to. And it wasn't until we came up with a simplifying assumption that we will have all our third-party selection on the same detail pages as our first party retail selection where all the traffic was. Which, by the way, in retrospect, seems blindingly obvious, but the time was a real a-ha for us until we made that simplifying assumption, we did not have a marketplace business. And once we did, we actually found the marketplace offering really took off. And that turned out to be a really good decision for customers because they got much broader selection and even lower prices. And for our business, because about 65% of the units we sell today are marketplace items.

接著我們在實作方式上吃盡苦頭。一開始我們試著做一個像 eBay 的拍賣網站，那是徹底的跟風模仿，敗得很慘。然後我們說，好，那把所有第三方賣家的商品放到網站上一個叫 Z shops 的獨立區域，所有第三方商品都放在那裡。當然，那裡變成了一條沒人想去的死巷。直到我們想出一個簡化的假設——把所有第三方商品放到流量所在、與自營商品相同的商品頁上。事後看來這顯而易見，但當時對我們是真正的頓悟。在做出那個簡化假設之前，我們根本沒有 marketplace 業務；做出之後，marketplace 真正起飛了。這對顧客是非常好的決定，他們獲得了更廣的選擇和更低的價格；對我們的業務也是——今天我們售出的商品約有 65% 是 marketplace 商品。

So we have to constantly be pushing ourselves to invent and reinvent what's possible for customers.

所以我們必須不斷督促自己，去發明、去重造顧客可能擁有的一切。

Are right, a lot. Leaders are right, a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.

決策正確。領導者常常是對的。他們有很強的判斷力和良好的直覺。他們尋求多元觀點，並努力驗證、推翻自己的既有想法。

So the right a lot leadership principle is very much proxy for judgment. And the truth is that you can do a lot of things right, but if you make the wrong decisions on really the key questions we have to answer for ourselves—for customer experience in the business—you're going have an issue.

Are right, a lot 這條領導力原則，很大程度上是判斷力的代名詞。事實是，你可以把很多事情做對，但如果在那些我們必須為自己回答的關鍵問題上——關於業務中的顧客體驗——做出錯誤的決定，你就會出問題。

And we operate in high areas of ambiguity in many of the businesses that Amazon pursues. We're the first market or we're inventing in that space. Or even when we built a business that works well, we're constantly trying to figure out how to keep changing and improving the customer experience.

Amazon 追求的許多業務都處於高度模糊的領域：我們是市場的先行者，或正在那個領域從事發明。即使是已經運作良好的業務，我們也不斷在想辦法持續改變、持續改善顧客體驗。

So we always deal in areas that have lots of ambiguity, lots of noise around it. And we have to be great at this company at sifting through all the different noise and finding the signal and what really matters for customers.

所以我們總是在充滿模糊性、充滿雜訊的領域裡工作。這家公司必須非常擅長從各種雜訊中篩選，找出訊號、找出對顧客真正重要的東西。

And I remember when we first put this leadership principle in place, people often got it wrong and what people misinterpreted was they thought, “well, if I'm really great at the leadership principle of being right a lot, it means when we're debating something, my idea has to be one, the one that carries the day because after all, I would be right a lot.”

我記得我們剛制定這條領導力原則時，人們常常理解錯。他們誤以為：「如果我真的很擅長 are right, a lot 這條原則，那就表示我們辯論時，勝出的必須是我的想法——畢竟我可是常常正確的。」

And the reality is what we're all trying to do is we're trying to get to the best possible answer for customers, whoever's idea it is. And so what, what we need to do and we're thinking about a hard issue is we need to get the right people in a room, the right people to give feedback. It's often why as leaders, we speak last in the room. We want everybody's input, we want, you know, and a lot of times in those meetings, what a lot of the leaders are doing is they're thinking about what they going in opinion was, and they're seeking to try and find a different way.

而現實是，我們所有人真正要做的，是為顧客找到最好的答案，不管那是誰的想法。所以當我們思考一個困難的議題時，需要把對的人請進會議室、請對的人給回饋。這也是為什麼身為領導者，我們常常在會議室裡最後發言。我們想要每個人的意見。很多時候在那些會議裡，許多領導者在做的，是回想自己進場前的立場，並試著尋找不同的思路。

You know, I'm often question my close, most closely held beliefs on a particular topic to see, are they really right? Is there another way to think about it? Can we do better for customers?

我自己也常質疑我在某個議題上最深信不疑的想法：它們真的對嗎？有沒有另一種思考方式？我們能為顧客做得更好嗎？

And so the key is to get the right people involved in giving feedback, listen to the different perspectives and then think about what is the best possible answer for customers or for the business. It doesn't matter if it was your idea or not in many of the best meetings I'm in, I never even have to express an opinion. The team has sorted it out for themselves. But all we care about as leaders is getting to the best possible answer for customers. That's our job.

所以關鍵是讓對的人參與、給予回饋，聆聽不同觀點，然後思考對顧客或對業務而言最好的答案是什麼。是不是你的想法並不重要。在許多我參加過的最好的會議裡，我甚至從頭到尾不用表達意見，團隊自己就把問題梳理清楚了。身為領導者，我們在乎的只有一件事：為顧客找到最好的答案。那就是我們的工作。

Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

好學求知。領導者永遠學無止境，總是尋求自我提升。他們對新的可能性充滿好奇，並付諸行動去探索。

This leadership principle is arguably the one that I have seen most differentiate the people I've worked with for a really long time and where they have grown their career substantially versus those that have stayed stagnant.

在我長期共事過的人當中，這條領導力原則可以說是最能區分「職涯大幅成長」與「原地停滯」的一條。

And I would say that for some people at a certain point, and I can't tell you why—I have my own thesis—but, at a certain point, they find it too threatening or too difficult to keep learning.

我想說，有些人到了某個時間點——我說不上來為什麼，我有自己的一套推論——會覺得繼續學習太具威脅性、太困難了。

And I will tell you that the second you think there's little left for you to learn is the second that you are unwinding as an individual and as a learning professional. You have to be ravenous and hungry to find ways to learn.

我可以告訴你：當你覺得自己沒剩多少東西好學的那一秒，就是你作為一個個人、作為一個持續學習的專業工作者開始退化的那一秒。你必須如飢似渴地尋找學習的方法。

And it's not easy to do, even though if you have the right mindset, it's quite simple to do. You have to think about the idea that you don't know everything and that there's a lot to learn and even if you spent many months or years learning a certain area, that it may flip upside down very quickly. Instead of that feeling threatening and scary, you have to think about that as being part of the fun of what you do.

這並不容易做到——雖然只要心態對了，其實又相當簡單。你必須接受這個想法：你並非無所不知，還有很多東西要學；就算你花了數月、數年鑽研某個領域，它也可能很快天翻地覆。與其覺得受威脅、感到害怕，你必須把這當成工作樂趣的一部分。

And by the way, our jobs and our lives would be so much more boring if we knew everything there was to know. And so what you have to do is you have to think about, you have to be honest at looking at a situation and what customers care about and you have to be able to self-assess and be self-aware. What am I doing well? And what's the team doing well? And what do we need to get better at? And you have to think about what do you want to change and then you actually have to build a real plan to change.

況且，如果我們什麼都懂了，我們的工作和人生會無聊得多。所以你要做的是：誠實地審視現狀和顧客在乎的事，能夠自我評估、有自知之明——我哪裡做得好？團隊哪裡做得好？我們需要在哪裡進步？你要想清楚自己想改變什麼，然後真正擬定一個切實的改變計畫。

There are actually a lot of people I know that are terrific about speaking about how they're going to learn and what they've learned and what they're going to change, who are really lousy actually affecting the change. You have to both have a plan on how you're going to change and then make that change.

其實我認識很多人，很會「講」自己要怎麼學習、學到了什麼、要改變什麼，但真要落實改變卻很糟糕。你必須既有改變的計畫，也真的做出改變。

But that is the difference between often continuing to build great customer experiences and businesses and not and growing and not. Try to get better, even a little bit better every single day, every single week that you come into work.

而這往往就是「能不能持續打造出色的顧客體驗與業務」、「能不能成長」的分水嶺。每一天、每一週來上班，都試著讓自己變得更好，哪怕只是好一點點。

Insist on the highest standards. Leaders have relentlessly high standards — many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

堅持最高標準。領導者擁有近乎嚴苛的高標準——許多人可能認為這些標準高得不合理。領導者持續拉高標準，帶領團隊交付高品質的產品、服務與流程。領導者確保缺陷不會流向下游，問題被修復後就不再復發。

Customers have very high expectations of us, and they should. And by the way, it's where we set the bar. And in this day and age, it's essential. It's so easy in this day and age for customers to switch or change. The internet makes that super simple and gives customers very good information. And it means that you can't rest on what you've done for the last 10 years, the last 20 years.

顧客對我們的期望非常高，而且理應如此——況且，這正是我們自己設下的標準。在這個時代，這是必要的：網路讓顧客的切換與改變變得極其容易，也讓他們掌握非常充分的資訊。這意味著你不能躺在過去十年、二十年的成績上。

Historically, we have had very high standards, perhaps unreasonably high, but it's the right level for what we're trying to accomplish.

一直以來，我們的標準都非常高，也許高得不合理，但對我們想達成的目標來說，這就是正確的高度。

And in my opinion, having high standards is one of the most critical under underpinnings for teams I've constantly seen in Amazon. I've seen it in Amazon, I've seen it with friends, I've seen it with all sorts of kids and organizations I work with. Higher expectations lead to better results.

在我看來，高標準是團隊最關鍵的基石之一。我在 Amazon 不斷看到，在朋友身上看到，在我接觸的各種孩子與組織身上也看到：更高的期望帶來更好的結果。

And as leaders here and as individual contributors here, as the business grows and as the scope of what you all work on grows, you can't be in every meeting. And that means if you're able to, in the meetings you're in, set the expectations, set the standards high. Model what good looks like. It's highly leveraged. Because it means that in the meetings that you can't be in, all the people who see you model it in the other meetings you're in can take that to those meetings and can spread it to the rest of the organization.

身為這裡的領導者和個人貢獻者，隨著業務成長、你們負責範圍擴大，你不可能出席每一場會議。這意味著：在你能出席的會議裡，把期望立好、把標準訂高，示範什麼是好的樣子。這是高槓桿的行為——因為在你無法出席的會議裡，那些看過你示範的人，會把它帶進那些會議，擴散到組織的其他角落。

During the pandemic, I feel like most companies had to relax their standards a little bit just to be able to get through what was such a difficult time. And probably for us too. And I think that we've all been fighting the last couple of years to get back to those almost unreasonable standards that we had for several years. And I would just say we've made a lot of progress, but keep fighting. That is a fight worth fighting.

疫情期間，我覺得大多數公司都不得不稍微放鬆標準，才能撐過那段艱難的時期，我們大概也是。過去幾年我們都在努力奮鬥，要回到我們曾維持多年、近乎不合理的高標準。我想說：我們已經有很大進展，但要繼續奮戰——這是一場值得打的仗。

It is what customers expect from us and it's where they're going to gravitate toward. The companies that keep increasing what's possible for customers and have those really high expectations deliver best for customers.

這是顧客對我們的期待，也是他們會靠攏的方向。那些不斷為顧客拓展可能性、抱持極高期望的公司，能為顧客交付得最好。

Think big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

宏觀思考。想得小是一種自我實現的預言。領導者創造並傳達一個能激發成果的大膽方向。他們以不同的方式思考，並探尋各個角落，尋找服務顧客的方法。

All of us have to be looking around corners, we cannot be content with where we are. Part of being a great inventor is being able to look around corners. And you have to constantly be asking what are the next big breakthroughs for customers? What is a customer problem that needs solving?

我們所有人都必須「看見轉角之後」，不能安於現狀。成為偉大發明者的一部分，就是能看見轉角之後的東西。你必須不斷問：顧客的下一個重大突破是什麼？有什麼顧客問題需要解決？

Look at technology and the technology that's around the corner. How is that going to change the customer experience? What are other companies going to do that we know customers are going to love where we're going to want to be there first and we're going to want to deliver that for customers earlier?

看看現在的技術和即將到來的技術：它將如何改變顧客體驗？其他公司會做出哪些我們知道顧客一定會喜愛的東西？哪些領域我們想搶先站上、更早交付給顧客？

If you want to build a company that lasts over 100 years and that outlasts all of us. You cannot run the same playbook for decades at a time. And what's interesting is even though that makes perfect sense to most people, it still tends to be hard for people to change, to pursue a different tack than what they've been taking, to take risks.

如果你想打造一間存續超過百年、比我們所有人都長壽的公司，你不能幾十年跑同一套 playbook。有趣的是，儘管多數人都覺得這很有道理，人們仍然很難改變、很難走上與過去不同的路線、很難承擔風險。

And that's where leaders who are great at the think big leadership principle are so important and so important to our company and so important in business. And if you look at the goals that we have taken, if you look at things like for years and years, the way people expect to get products from our ecommerce business was over many days. And taking that to a model of no more than two days. And then taking that to more often one day and then taking that to the same day. And eventually, with drones and what we're doing with Prime Air, we should be able to take it into a couple of hours or less. That's very different.

這正是擅長 think big 的領導者如此重要的原因——對我們公司如此，對商業世界也是。看看我們設定過的目標：多年來，人們期待從我們電商買到的商品要好幾天才到貨；我們把它變成不超過兩天，再變成常常一天、再到當日送達；最終，靠無人機和 Prime Air，我們應該能縮短到幾小時以內。這是非常不一樣的。

Or if you think about inventing the next generation infrastructure technology capability with cloud computing and AWS. Or if you think about looking at the 400 to 500 million households in this world that do not have broadband capabilities and giving them that connectivity, or if you think about building the world's most helpful personal assistant, or if you think about how we can reinvent the consumption of automotive products. Or if you think about what has been a hopeless area in this country for many years in health care and trying to reinvent that customer experience. These are bold initiatives that are not simple to do and these types of initiatives require thinking big and it's what you do if you want to serve customers better. And it is part of what not only makes Amazon unique but also gives us a unique impact in the world.

或者想想用雲端運算和 AWS 發明下一代基礎設施技術能力；想想為全世界 4 到 5 億個沒有寬頻的家庭提供連網；想想打造世上最有幫助的個人助理；想想如何重新發明汽車產品的消費方式；想想美國多年來近乎絕望的醫療保健領域、嘗試重造那裡的顧客體驗。這些都是不容易做到的大膽計畫，而這類計畫需要宏觀思考——如果你想更好地服務顧客，這就是你該做的。這不僅讓 Amazon 獨一無二，也讓我們對世界有獨特的影響力。

Bias for action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

崇尚行動。速度對商業至關重要。許多決策和行動都是可逆的，不需要漫長的研究。我們重視經過計算的冒險。

Speed disproportionately matters in every business, at every stage of the business you're in, in every industry segment that you're in, at every size of company that you're in, unless you have a monopoly. And I don't know, companies that exist as monopolies anymore. Speed really matters.

速度在每一種商業裡都不成比例地重要——無論你處在業務的哪個階段、哪個產業區塊、公司規模多大，除非你是壟斷者。而據我所知，現在已經沒有壟斷的公司了。速度真的很重要。

And there are some companies who get to a stage where they just believe they can't be fast. And I saw this a lot in my last job when I was managing the AWS business, I met with many enterprise CEO’s who said, “look, you don't understand we can't move fast anymore. We have security concerns, we have compliance concerns. We've gotten really big. We have a culture that's slow.” And the reality is that isn't true.

有些公司走到某個階段，就認定自己快不起來了。我在上一份工作管理 AWS 業務時常看到這種情況，我見過許多企業執行長說：「你不懂，我們已經沒辦法快了。我們有安全顧慮、有合規顧慮，我們規模太大了，我們的文化就是慢。」而現實是：這不是真的。

Speed is not preordained, it is a leadership and a culture decision. And if you want to organize and prioritize and you value speed, you can move quickly. Even if you historically haven't.

速度不是命中注定的，它是領導與文化的抉擇。如果你願意組織、排序，並且重視速度，你就能快起來——即使你過去一直不快。

And so you have to think about decisions in a certain way. Most decisions that any organization takes can be characterized as either one-way door or two-way door decisions.

所以你必須用一種特定的方式思考決策。任何組織的多數決策，都可以歸類為「單向門」或「雙向門」決策。

And the thing to think about is imagine walking through a door. There are certain doors you can walk through where if you walk in the room and you've made a mistake, you can walk right back through that door and no harm. And those are two-way doors.

想像走過一扇門：有些門你走進去後發現搞錯了，可以直接走回來，毫髮無傷——這些是雙向門。

And then there is a smaller number of decisions, where if you walk through that door, maybe you can walk back through the door, maybe you can't walk back through the door. It would be very hard to walk back through that door. And those are one-way door decisions.

另外有一小部分決策，你走過那扇門之後，也許回得來、也許回不來，或者要回頭非常困難——這些是單向門決策。

The overwhelming majority of decisions that we make all the time here at Amazon are two-way door decisions. And those decisions should be made at the team level and you should make them quickly. You should be thoughtful about them. I wouldn't make them in a harebrained way, but you should make them quickly. And if you get it wrong, walk back through that door.

我們在 Amazon 平常做的決策，絕大多數是雙向門決策。這類決策應該在團隊層級做、而且要快。你應該想清楚、不要莽撞，但要快。做錯了，就走回那扇門。

One-way door decisions, as I said, are going to be a very small number of those and those you should take time to think through carefully, but most are two-way door decisions.

單向門決策如我所說只占極少數，那些你應該花時間仔細想清楚——但大多數都是雙向門決策。

Then you also have to have the right mindset and the right urgency about decisions. Don't take weeks to get done what could be done in days or hours. And by the way, that sounds super obvious. And you would be surprised how often you find teams that take weeks to get things done that could be done in days or hours.

接著，你還要對決策抱持正確的心態和急迫感。不要花幾週去做能在幾天、甚至幾小時內完成的事。順帶一提，這聽起來理所當然，但你會驚訝地發現，把幾天能做完的事拖成幾週的團隊有多常見。

You have to have this idea in your head that we live in a world of closing windows. And we had this for the first many number of years of Amazon, and I think we still have it in lots of places, but where there's a closing window. There's a land rush.

你腦中必須有這個觀念：我們活在一個「機會之窗不斷關閉」的世界。Amazon 頭很多年都有這種心態，我想現在許多地方仍然有——窗口正在關閉，這是一場圈地賽跑。

And if you think about the areas in which we are building businesses and customer experiences, we are competing against the most well-funded, capable, talented companies who are all pursuing the same types of things that we're going after. These are races.

想想我們正在打造業務和顧客體驗的那些領域：我們的對手是資金最雄厚、能力最強、人才最多的公司，他們追逐的正是我們追逐的同一類東西。這些都是競賽。

And so you have to think of it like that, like we are pursuing closing windows types of opportunities. And you want to show up every day, every week, thinking about how when I leave this week, will my customers be better off than when I started the week?

所以你必須這樣看待它：我們追逐的是「窗口正在關閉」型的機會。你要每天、每週帶著這個問題來上班：當我結束這一週，我的顧客有沒有比我開始這一週時過得更好？

Now, is there a tension between having the highest standards and having a bias for action? Yes, there can be a tension. Because the reality is in moving fast, you can't launch a subpar customer experience. By the way, launching a subpar customer experience also breaks the customer obsession leadership principle. And so, just like I said earlier, leadership principles inherently have tension in them because you actually want to be very proficient and fantastic for customers across a lot of dimensions. And sometimes those dimensions will intersect and conflict. And part of our job, part of the nuance of leadership principles, is to figure out how to find the right balance between them.

那麼，最高標準和崇尚行動之間有張力嗎？有，可能有張力。因為現實是，在快速行動時，你不能上線一個不合格的顧客體驗——順帶一提，上線不合格的顧客體驗也違背了顧客至上原則。就像我之前說的，領導力原則彼此之間天生就存在張力，因為你其實想在很多維度上都對顧客做到極致，而這些維度有時會交錯、衝突。而我們工作的一部分——領導力原則細膩之處——就是找出它們之間正確的平衡。

But you can be fast while still having high standards. I've seen it for 29 years at the company.

但你完全可以在保持高標準的同時保持快速。我在這家公司 29 年，一直看到這件事發生。

So we need to think of ourselves, and this is the way I think about the company, as being the world's biggest start up. And that's the way we need to behave. That's the way we need to act. And we need to keep asking ourselves why can't we move faster for customers?

所以我們要把自己想成——這也是我看待這家公司的方式——全世界最大的新創公司。我們要這樣行事、這樣行動，並且不斷問自己：為了顧客，我們為什麼不能更快？

Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical even when doing so is awkward or embarrassing. Leaders do not believe their or their team's body odor smells of perfume. They benchmark themselves and their teams against the best.

贏得信任。領導者專注傾聽、坦率直言、尊重待人。他們勇於公開自我批評，即使這樣做尷尬或難堪。領導者不會相信自己或團隊的體味聞起來像香水。他們以最頂尖的水準為基準，檢視自己和團隊。

People sometimes get this earned trust, leadership principle wrong and they sometimes confuse it with meaning being nice to one another or having social cohesion or not challenging each other in meetings. “I won't challenge you if you don't challenge me or this person, you know, isn't trustworthy because they challenge me in a group of people.” That's wrong. That's not what we mean.

人們有時會誤解 earn trust 這條領導力原則，把它和「彼此友善」、「維持團體和諧」、「不在會議上挑戰彼此」混為一談——「你不挑戰我，我就不挑戰你」，或者「這個人在眾人面前挑戰我，所以不值得信任」。這是錯的，我們不是這個意思。

What we mean by earn trust is being honest, authentic, straightforward, listening intently, but challenging respectfully if you disagree, and then delivering what you said you would.

我們說的 earn trust 是：誠實、真摯、直率，專注傾聽，但在不同意時尊重地提出挑戰，然後兌現你說過要做到的事。

So, if you want to earn trust, if you say you've got something, deliver it. If you think we're, we're doing something wrong for customers of the business, speak up. If you own something and it's not going well, own it. Say it's not going well, be self-critical, and fix it. If you think we're not as good as we're saying we are benchmark it, use data and show us that we're not as good. And vice versa, sometimes I've seen teams waste time by beating themselves up when they're actually better than they think. Use the data and show us.

所以，如果你想贏得信任：你說你負責某件事，就把它交付出來。如果你認為我們正在做對顧客或業務不利的事，就說出來。如果你負責的東西進展不順，就承認它——說出「進展不順」，自我批評，然後修正它。如果你認為我們沒有自己說的那麼好，就去做基準比較，用數據證明給我們看。反過來也一樣——我看過有些團隊明明比自己以為的更好，卻浪費時間自責。用數據證明給我們看。

I'll tell you a short story. That's a personal story, a little bit embarrassing, but I'll share it that I think is illustrative. Back in the early 2000s, I was co-leading the marketing team, and we were presenting our OP1 or operating plan to the S-team. And back then, we were still using PowerPoint presentations, and we had a slide deck, there was 220 slides. If you can believe it, it was like a six-hour meeting. And I was presenting the 1st 80 slides or something like that. And about 10 slides in Jeff interrupts me and he says, “all your numbers are wrong on this slide.” And I was taken aback, and I said, “why do you say that?”

我講一個小故事。這是個人經歷，有點難為情，但我覺得很有啟發性，所以分享。2000 年代初，我共同領導行銷團隊，我們向 S-team 報告年度營運計畫（OP1）。那時我們還在用 PowerPoint，整份簡報有 220 頁——你敢信嗎——那是一場大約六小時的會議。我負責報告前 80 頁左右。講到第 10 頁上下，Jeff 打斷我說：「這一頁你所有的數字都是錯的。」我嚇了一跳，問他：「為什麼這麼說？」

And within a few seconds of him starting to dissect these numbers, I realized that he was right and that all the numbers on that page were wrong. And I was, of course, embarrassed and I said, “you're right. Those numbers are wrong.” And he said, “well, why should I believe anything else in this presentation if those are wrong?” And I said, “well, I hope you will because we have 210 more slides in this presentation.”

而在他開始拆解那些數字的幾秒鐘內，我就意識到他是對的——那一頁上所有的數字都錯了。我當然很難堪，我說：「你說得對，那些數字是錯的。」他說：「如果這些是錯的，我憑什麼相信這份簡報裡的其他內容？」我說：「希望你會相信，因為這份簡報還有 210 頁。」

And, you know, it turned out that we didn't have any more errors like that in the rest of the presentation, we got through it. And it was a very good learning experience, but I got done with that presentation and I wasn't resentful or mad at Jeff for pointing that out.

結果後來證明，簡報其餘部分沒有再出現那樣的錯誤，我們順利講完了。那是非常好的一課。而簡報結束後，我並沒有因為 Jeff 指出錯誤而怨恨或生氣。

I learned a very valuable lesson on what it means to dive deep and what it means to have ownership over the detail in your presentations. And I earned trust by owning it being vocally self-critical and actually getting better and improving it and providing a much better presentation and account for what was truth the next time I presented to a much broader group.

我學到了非常寶貴的一課：什麼是深入細節，什麼是對簡報中的細節有主人翁精神。而我贏得信任的方式，是承認錯誤、公開自我批評，並真正變得更好——下一次面對更廣大的聽眾時，交出一份好得多、如實反映真相的簡報。

Dive Deep. Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdotes differ. No task is beneath them.

刨根問底。領導者在所有層級運作，緊貼細節，經常查核，當指標與實例不一致時保持懷疑。沒有任何工作是大材小用。

You could argue that there is a bit of tension between the strategic part of think big and the detail orientation of dive deep. And oftentimes people will say, well, which do you want, you know, do you want the strategic part or do you want the detail part? And the answer, of course, is yes, we want both.

你可以說，think big 的戰略面和 dive deep 的細節導向之間存在一點張力。人們常問：你到底要哪一個？要戰略還是要細節？答案當然是：都要。

Amazon is unique from other companies and that we expect our people to not only be strategic, but to be willing to roll up their sleeves and be great at getting into the details.

Amazon 與其他公司不同之處在於，我們期待我們的人不僅有戰略眼光，還願意捲起袖子、擅長鑽進細節。

There are so many people who can fill up loads of whiteboards around office rooms with great ideas, but who don't know how to get the details of those ideas right. And the reality is that the details of any idea are what matters most. That's what people actually see, what customers actually see.

有太多人能用好點子填滿辦公室裡一整面又一整面的白板，卻不知道如何把那些點子的細節做對。而現實是：任何點子的細節才是最重要的——那才是人們實際看到的、顧客實際看到的。

It's part of by the way, why the narrative format that we write papers and communicate in and working backwards documents are so useful because it's—you know, whereas in a PowerPoint, you can speak at a super high level and you don't have to get into the details—it is hard to fake the details in a narrative. And getting the details right really matters. Every product, every business that I have ever been a part of or seen in Amazon have been made or broken by how great we were at getting the details right for customers.

順帶一提，這也是我們用敘事格式寫文件、溝通，以及 working backwards 文件如此有用的部分原因：在 PowerPoint 裡你可以講得很高空、不必進入細節，但在敘事文件裡，細節很難造假。把細節做對真的很重要。我在 Amazon 參與過或見過的每一個產品、每一個業務，成敗都取決於我們把顧客在乎的細節做得多好。

Good leaders find mechanisms to inspect and audit the details and to understand anecdotes and the right teams understand that the leaders who are looking at what they're doing and working with them on the details, are doing so to help them be right a lot and achieve great results for customers.

好的領導者會建立機制來檢視和查核細節、理解實例；而對的團隊明白：那些關注他們工作、和他們一起打磨細節的領導者，是在幫助他們做出正確決策、為顧客取得好結果。

And then the other piece is that with anecdotes, there are oftentimes, especially at our size, where you have these big metrics. I'll take an example if you ever look at operational performance metrics, things like performance against service level agreements or error rates or latency. They're measured across really large numbers and they can look perfectly reasonable. And then when you actually get into the details of it, you find, well, you hear this anecdote that this customer was unhappy about something or you have a friend who told you that this didn't work out for them or you get an email from a customer who says, why is this the case? And when you actually follow those anecdotes, you find that there actually is a problem that may not be showing up in the broader metric because we cover so many people, they don't register in the metric. But at our scale, even a 1% impact or a half a percent impact, is millions of people. So follow the anecdotes, inspect the details because it's where you often find the real issues that could impact customers.

另一部分是關於實例（anecdotes）。尤其在我們這種規模，你常會有很大的指標。舉個例子：看營運績效指標，例如服務水準協議的達成率、錯誤率或延遲，它們是在非常大的數量上測量的，看起來可能完全合理。但當你真正進入細節，你會發現——你聽到某個顧客對某件事不滿的實例，或朋友告訴你某個功能對他不管用，或收到顧客來信問「為什麼會這樣」。當你真的順著這些實例追下去，你會發現確實存在一個問題，只是它可能沒有反映在整體指標上——因為我們覆蓋的人太多了，它們在指標裡顯現不出來。但以我們的規模，即使是 1% 或 0.5% 的影響，也是數百萬人。所以，追蹤實例、檢視細節，因為那裡往往藏著可能影響顧客的真正問題。

Deliver results. Leaders focus on the key inputs for their businesses and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

達成業績。領導者聚焦於業務的關鍵輸入，並以正確的品質、及時地交付。即使遭遇挫折，他們也奮起面對，永不將就。

I intentionally wanted to end with this leadership principle because you can get everything else that we've talked about right. You can be customer obsessed, you can be right a lot, you can be inventive, you can be strategic and think big, you can dive deep, you can be speedy, you can have the right ownership, you can hire the right teams. And the reality is if you fail on delivering, none of it matters.

我刻意想用這條領導力原則收尾。因為前面談到的每一條你都可以做對：你可以顧客至上、常常正確、有創造力、有戰略且想得大、能刨根問底、行動迅速、有主人翁精神、招到對的團隊。而現實是：如果你在交付上失敗，這一切都不重要。

Where the rubber meets the road for customers is what you actually deliver for them.

對顧客來說，見真章的地方就是你實際交付給他們的東西。

And there are two macro forms of delivery. There are outputs and there are inputs. Outputs are really high-level metrics. The ultimate output for a public company is your stock price. Other outputs are things like free cash flow or your revenue or your operating margin. But it's very difficult to manage the outputs actively.

交付有兩種宏觀形式：輸出（outputs）和輸入（inputs）。輸出是非常高階的指標——上市公司的終極輸出是股價，其他的還有自由現金流、營收、營業利潤率。但你很難主動地去管理輸出。

And I remember, earlier in my career I had a manager and I would sometimes go visit that manager and he had an office, a small office it was completely dark except for the light, the glow from his monitor. And I would sometimes go to visit him and I would walk by and I'd see him go, “Oh!” And I'd say, “what happened?” And he'd say, “well, I was looking at daily sales and we just went from being up 0.5 of 1% year over year to being down 0.71% year over year.” And I always thought that was so odd. I said, “well, can you actively affect that by looking at the monitor?” And he said “no, but it's really important.”

我記得職涯早期我有一位主管，我有時會去找他。他的辦公室很小，一片漆黑，只有螢幕的光。有時我路過會看到他「哦！」地叫一聲。我問：「怎麼了？」他說：「我在看每日銷售，我們剛從年增 0.5% 變成年減 0.71%。」我一直覺得那很奇怪。我說：「你盯著螢幕看，能主動影響那個數字嗎？」他說：「不能，但它真的很重要。」

And of course, it's important because if you don't have the right outputs for the business, then you don't really have a business. But you cannot really actively manage the outputs. What drives the outputs are the inputs. Those are the actual initiatives that we're all pursuing to change the customer experience in the business.

它當然重要——如果業務沒有正確的輸出，你就沒有真正的業務。但你無法真正主動管理輸出。驅動輸出的是輸入——也就是我們大家為了改變業務中的顧客體驗而推動的那些實際行動。

And that's what, if you look at almost all our key accomplishments that we focus on as teams and across the S-team, they're almost exclusively inputs because that's what can make a difference.

如果你看我們作為團隊、以及整個 S-team 聚焦的幾乎所有關鍵成果，它們幾乎清一色是輸入——因為那才是能帶來改變的東西。

I'll say one last thing about delivery that I often see people get wrong, which is there's so much work that goes into delivery. You have to define a product, you have a working backwards document, you make several versions of that working backwards document. You have to hire a team. There are all sorts of changes along the way as you get into actually building the product and implementing it. That when you get to delivery and you get to launch, people take this deep breath and they kind of feel like they're done.

關於交付，我最後想說一件我常看到人們搞錯的事。交付要投入的工作太多了：你要定義產品、寫 working backwards 文件、改好幾個版本、組建團隊，實際打造與落地的過程中還有各種變動。所以當走到交付、走到上線時，人們深吸一口氣，覺得自己「做完了」。

And the reality is that launch, or delivery, is not the finish line. It's the starting line. It actually gets you to the starting point where you have something that you can actually build and make something meaningful out of. Very few of any things I've ever seen be successful at Amazon have launched with an initial launch and all of a sudden become big breakaway hits.

而現實是：上線（或交付）不是終點線，而是起跑線。它其實只是把你送到起點——你終於有了一個可以繼續打磨、做出有意義成果的東西。在 Amazon，我幾乎沒見過什麼東西是第一次上線就突然成為爆款的。

You always have to launch, you have to see what customers react to. You have to get feedback from customers and you have to iterate. And the very best companies and the very best teams are fast and organized about launching, but then they're constantly iterating.

你永遠必須先上線，看顧客的反應，取得顧客的回饋，然後迭代。最好的公司、最好的團隊，在上線這件事上又快又有條理，然後持續不斷地迭代。

That's how you get, you get 7, 8, 9 launches, where you're iterating quickly, and all of a sudden you wake up and you realize I have something really meaningful that matters to customers. That's what delivery looks like.

就是這樣——當你快速迭代了七次、八次、九次上線之後，某天你醒來，發現自己做出了對顧客真正重要、真正有意義的東西。這才是交付的樣子。

Hire and develop the best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development, like Career Choice.

選賢育能。領導者以每一次招聘和晉升不斷拉高績效標準。他們識別傑出人才，並樂於讓他們在組織中歷練。領導者培養領導者，並認真看待自己指導他人的角色。我們為員工發明成長機制，例如 Career Choice。

So, anybody who's been a part of building something big, and world class, and hard, knows it's never the result of an individual. It's always a great team, but teams consist of great people and by great, I mean, many of the leadership principles we've just been talking about.

任何參與過打造宏大、世界級、艱難事業的人都知道，那從來不是一個人的成果，而永遠是一個偉大團隊的成果。而團隊由優秀的人組成——我說的「優秀」，指的正是我們剛剛談過的許多領導力原則。

It's people who are smart and people who are right a lot and people who are inventive and people who are strategic and think big. People who are able to get into the details and who are able to move quickly and have high ownership and, you know, people that are able to be obsessed about what matters for customers. That’s what we mean by great people.

是那些聰明的人、常常正確的人、有創造力的人、有戰略眼光且想得夠大的人；能鑽進細節、行動迅速、有高度主人翁精神的人；能對顧客在乎的事念茲在茲的人。這就是我們所說的優秀人才。

And those are the people we're trying to find and those are the people that deliver the best results for customers. It's part of the reason, by the way that when we do hiring loops, the individual interviewers each take a leadership principle. That's how we define great people.

這些就是我們想找的人，也是能為顧客交出最好成果的人。順帶一提，這也是我們面試時每位面試官各自負責一條領導力原則的部分原因——我們就是這樣定義優秀人才的。

And when you're in a hiring loop and you're in a hiring meeting, you have to ask yourself and the team has to keep asking, is this person at the bar? Do they raise the bar? And if the answer is no, you should not hire. Even if you have time pressure to hire people to get moving on a project, do not lower the bar.

當你在面試流程和錄取會議中，你必須問自己、團隊也必須不斷問：這個人達到標準了嗎？他有沒有拉高標準？如果答案是否定的，就不該錄取。即使你有時間壓力、急著補人推進專案，也不要降低標準。

The thing that matters most for customers and what we get done for the business and frankly, for a lot of all of us who are inspired by the people we work with is to work with people we respect and admire. Do not lower the bar. Who we hire is one of the most important decisions we make every day, every week, every year.

對顧客、對業務成果，以及坦白說，對我們許多因同事而受鼓舞的人來說，最重要的就是與自己尊敬和欽佩的人共事。不要降低標準。錄取誰，是我們每天、每週、每年做出的最重要決定之一。

The reality is that one half of the hire and develop leadership principle is about hiring. The other is really about developing people. And as a manager, you have to be organized and thoughtful about what a person does well and what they need to grow.

事實上，這條原則一半在講招聘，另一半是真正在講培養人。身為主管，你必須有條理、用心地思考一個人做得好什麼、需要在哪裡成長。

One of the interesting things that's happened over the last several years is that I think for a lot of companies and for a lot of people, it's been harder to give people more critical feedback. It's really much more popular to tell people what they're great at and what their superpowers are.

過去幾年有個有趣的現象：我認為對許多公司和許多人來說，給出批評性的回饋變得更難了。告訴別人他們的強項和「超能力」流行得多。

And by the way, that is really important to recognize. But if you have great people and you have people who are truly hungry to learn and be curious and get better, they want to know they need to know what their growth areas are and leaders and managers have to be good at coaching.

當然，肯定強項非常重要。但如果你擁有優秀的人、真正渴望學習與進步的人，他們會想知道、也需要知道自己的成長空間在哪裡，而領導者和主管必須擅長指導。

It's not a right for you to be a manager. You could be a really good individual contributor, but it doesn't mean that you should be a manager. It's a privilege to be a manager. And part of that privilege comes with the responsibility for thinking about and actively developing the people on your team and coaching them.

當主管不是一種權利。你可以是非常出色的個人貢獻者，但這不代表你就該當主管。當主管是一種特權，而這份特權伴隨著責任：思考並主動培養團隊裡的每個人、給予指導。

And I can tell you that at least myself and I know many people would say the same thing. The managers I worked for who had the biggest impact in my career were not necessarily the ones that were the nicest to me. I like when people are nice to me, don't get me wrong. But what really made the difference were those leaders who recognized what I was good at but really identified where I needed to grow, to get to where I wanted to get and to realize my full potential.

我可以告訴你——我自己是這樣，我知道許多人也會這麼說——對我職涯影響最大的主管，不見得是對我最好的那些。別誤會，我喜歡別人對我好。但真正帶來改變的，是那些既看見我的長處、更精準指出我需要在哪裡成長的領導者——好讓我到達想去的地方、發揮全部潛力。

And that's what we have to do as managers of people. We want to help people grow and learn and get to their full potential.

這就是身為「人的主管」必須做的：幫助人們成長、學習，發揮他們的全部潛力。

Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing head count, budget size, or fixed expense.

勤儉節約。用更少做到更多。限制孕育智謀、自立與發明。增加人手、預算或固定支出不會帶來額外加分。

When I last did a presentation on leadership principles to a large group of people, it was about four years ago. And when I got to this leadership principle, I said frugality is pretty straightforward. And on the face of it, it is pretty straightforward.

我上一次對一大群人做領導力原則的簡報，大約是四年前。講到這一條時，我說：勤儉節約很直白。表面上看，它確實很直白。

But as I thought about it over the last four years, we have hired so many new people who come from so many different backgrounds and contexts that I thought it might be useful to just share how we really think about what frugality is.

但這四年來我一直在想，我們僱用了太多來自不同背景、不同脈絡的新人，所以我想，分享我們真正如何理解勤儉節約，也許是有用的。

There's a reason that we have door desks and we have always had door desks. It's a signal to ourselves that we want to be scrappy, that we don't want extra garnishing, that we're trying to be as frugal as possible.

我們用門板桌（door desk），而且一直都用門板桌，是有原因的。這是給我們自己的訊號：我們要精悍務實、不要多餘的裝飾，要盡可能節儉。

There's a reason that our former CFO, Mark Peek, famously at an all company meeting said “I'll bend over for a penny.” Because when you build a company whose foundation was based on a single digit operating margin retail business, basis points matter. All those things matter.

我們的前財務長 Mark Peek 曾在全公司大會上說出那句名言「為了一分錢我也願意彎腰」，也是有原因的。當你打造的公司是以個位數營業利潤率的零售業為根基，每一個基點都很重要，所有這些都很重要。

For a long time, people thought we had a real business model disadvantage because we had this retail business that was a high volume, relatively low margin business. In fact, some people may still think we have that disadvantage.

很長一段時間，人們認為我們的商業模式有真正的劣勢，因為我們的零售業務是高流量、相對低利潤的生意。事實上，有些人可能到現在還這麼想。

I think it's an advantage for all sorts of reasons, but especially because constraints breed resourcefulness and invention that has always been true. And it also breeds being great operators of high volume, low margin businesses, which very few companies are particularly very few technical companies.

我認為這是優勢，原因很多，尤其因為「限制孕育智謀與發明」——這一直是真的。它也讓我們成為高流量、低利潤業務的卓越營運者，很少有公司做得到，科技公司更是少之又少。

I saw this frugality come into play many times. You know, if I go back to when we were starting AWS, people forget we built S3, which is our simple storage service and EC2, which is our elastic compute cloud, with 13-person teams. 13-person teams, those were both built.

我多次看到這種節儉發揮作用。回到我們創建 AWS 的時候——人們忘了，我們的簡易儲存服務 S3 和彈性運算雲 EC2，都是 13 人的團隊做出來的。13 人的團隊，兩個都是。

And I remember in the early days, people would say to us, “well, this is not reasonable to expect to build something great with 13-person teams. I'm competing against companies who have teams 10 times the size of this team.”

我記得早期有人對我們說：「用 13 人的團隊做出偉大的東西，這不合理。我的對手是團隊規模十倍於此的公司。」

And of course, those teams built amazing, pioneering, still leading products because they had to be inventive. You know, constraints breed resourcefulness.

當然，那些團隊做出了驚人的、開創性的、至今仍領先的產品——因為他們不得不發明。你知道的，限制孕育智謀。

I also remember as we were scaling out AWS, which is a huge logistical business that the fact that we had so many people who grew up in our retail business, which is a very strong operating high volume, relatively low margin business. We were much better at operating that type of business and finding ways to be more cost effective for customers than other technology companies.

我也記得我們擴張 AWS——一個龐大的後勤型業務——的時候，因為我們有那麼多在零售業務中成長起來的人（零售是營運能力極強的高流量、相對低利潤生意），我們在營運這類業務、為客戶尋找更具成本效益的方法上，比其他科技公司強得多。

When you save money on everything you do, it means you can invest more in giving customers lower prices and giving them more capabilities.

當你在所做的每件事上省錢，就意味著你能投入更多，給顧客更低的價格和更多的功能。

Now this all seems, I think, fairly logical, particularly if you've lived in this culture for a long time. But what's interesting is over the last several years as Amazon has become a much larger company. I mean, we're a company that has 500 billion dollars plus of revenue. The numbers get so large that people almost get numb to some of these numbers.

這一切聽起來都相當合理，尤其如果你在這個文化裡待了很久。但有趣的是，過去幾年 Amazon 變成一家大得多的公司——我們是營收超過 5,000 億美元的公司——數字大到人們幾乎對它們麻木了。

I mean, I remember when I had to ask for 50 people or a million dollars, it felt like so much money. And now I hear sometimes people saying things like, “well, I don't know, it's only $100 million.” Or, “you know, to start this idea. You know, I only need 65-70 people.”

我記得當年我要申請 50 個人或 100 萬美元時，感覺是天大的數目。而現在我有時會聽到有人說：「嗯，不知道欸，才 1 億美元而已。」或者「要啟動這個想法，我只需要 65 到 70 個人。」

Don't get numb to those numbers. Our very best people, our very best teams, our very best businesses do more with less.

不要對這些數字麻木。我們最好的人、最好的團隊、最好的業務，都是用更少做到更多。

And if you work in a business that has more generous margins than our retail business, don't spend more just because you have margins to support it. Be frugal every bit you can save on, you can give back to customers in the form of lower prices and more capabilities.

如果你所在的業務利潤率比我們的零售業務寬裕，不要因為利潤撐得起就多花錢。能省的每一分都省下來，你就能以更低的價格和更多的功能回饋給顧客。

And I would also say, don't believe that the best way to build your career and to develop your career is to have large teams. That is not the case.

我還要說：不要以為建立和發展職涯的最好方式是帶大團隊。不是這樣的。

We want and value people who build amazing customer experiences and amazing businesses as leanly as possible. That's how we think about great people. That's how we're going to think about it in our promotion process. And that's the way we want to operate together.

我們想要、也珍視的是那些以最精實的方式打造出色顧客體驗和出色業務的人。這是我們對優秀人才的定義，是我們在晉升流程中的思考方式，也是我們希望共事的方式。

Have backbone disagree and commit. Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

敢於諫言，服從大局。領導者有義務在不同意時恭敬地質疑決策，即使這樣做讓人不舒服或筋疲力盡。領導者有信念、有韌性。他們不會為了團體和諧而妥協。一旦做出決定，他們就全力以赴。

At Amazon, you are not just empowered to speak up if you think we're doing something wrong for customers of the business, you're expected to do so. Regardless of level.

在 Amazon，如果你認為我們正在做對顧客或業務不利的事，你不只是「有權」發聲，而是「被期待」發聲——無論你在哪個層級。

I can tell you that I get a lot of emails all the time from everybody at the company, at every level about ideas they have and I value them and I appreciate them.

我可以告訴你，我隨時都會收到來自公司每個層級、每個人的大量郵件，分享他們的想法。我重視它們、也感謝它們。

“I told you so,” is an expression that's completely useless at Amazon because it's a failure one way or the other. It's either I didn't speak up when I was supposed to speak up and have backbone or that I'm not fully committing to the decision that we made in disagreeing and committing.

「我早就跟你說了」這句話在 Amazon 完全沒有用，因為它無論如何都代表一種失敗：要嘛是我該發聲、該拿出骨氣的時候沒有發聲；要嘛是我沒有完全投入我們「異議後承諾」所做出的那個決定。

We have this concept that we've talked about a long time with the company about social cohesion. Social cohesion is this notion that people often will compromise with one another to get along.

我們公司長期在談一個概念，叫 social cohesion（團體和諧）：人們常為了和睦相處而彼此妥協。

And so, the canonical example is, you know, you look at a ceiling and one person says it's 10 ft and the other person says, no, it's 14 ft and they say let's compromise, it's 12 ft. Well, it's usually not 12 ft. You know, there's usually some answer that's closer to the truth.

經典的例子是：看著一個天花板，一個人說是 10 呎，另一個人說不對、是 14 呎，然後他們說：那折衷一下，12 呎吧。但它通常不是 12 呎——通常存在一個更接近真相的答案。

Now, most issues that we deal with every day are not as simple as what I just said. They're much more complicated, much more nuanced. But the point remains the idea for us is to be truth seeking.

當然，我們每天處理的多數議題沒有這麼簡單，它們複雜得多、細膩得多。但重點不變：我們要的是求真。

We're not trying to compromise with one another to make each other feel better or to get along. We are trying to get to truth for what matters to customers. That's what we’ve got to make decisions based on.

我們不是為了讓彼此好受、為了和睦而互相妥協。我們是為了找出「什麼對顧客重要」的真相——決策必須以此為依據。

And then after whatever debate we have on issues and some issues are so difficult that we debate it for across many meetings and many weeks. But once we make that decision, we have to, as a group, disagree and commit and wholly commit to that decision. Even if you were on the other side of what got decided to be pursued.

而在議題的辯論之後——有些議題困難到我們跨越許多會議、許多週地辯論——一旦做出決定，我們就必須作為一個群體「異議後承諾」，全心投入那個決定，即使你原本站在被採納方案的對立面。

Now, this again seems fairly obvious, but it's sometimes difficult because we hire smart people and we hire people who have a lot of mission passion. And it's hard to let go of what you think matters most for customers. But at a certain point, businesses have to make decisions. Otherwise they can't move, they will be stagnant.

這又是聽起來理所當然、做起來卻有時很難的事，因為我們僱用聰明的人、僱用對使命充滿熱情的人，要放下你認為對顧客最重要的東西很難。但到了某個時間點，企業必須做出決定，否則無法前進、只會停滯。

And once we make a decision, we have to all get on board because the areas that we're pursuing as businesses, they have such large expanses with so many things to solve for customers with so many capable competitors that we need to focus all our energy on growing the same way.

而一旦做了決定，我們就必須全員上車。因為我們作為企業追逐的領域如此遼闊、要為顧客解決的事情如此之多、有能力的競爭者如此之眾，我們必須把所有能量聚焦在朝同一個方向成長。

So, have backbone, disagree and commit is a very important leadership principle to be great at.

所以，敢於諫言、服從大局，是一條非常重要、值得精通的領導力原則。

Strive to be Earth's Best Employer. Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what’s next? Leaders have a vision for and commitment to their employees’ personal success, whether that be at Amazon or elsewhere.

致力成為全球最佳雇主。領導者每天努力創造更安全、更高生產力、更高績效、更多元、更公正的工作環境。他們以同理心領導，在工作中樂在其中，也讓別人容易樂在其中。領導者問自己：我的同事在成長嗎？他們被賦權了嗎？他們為接下來的挑戰準備好了嗎？領導者對員工的個人成功——無論在 Amazon 還是其他地方——抱有願景與承諾。

So, this is one of our newer two leadership principles. And it's really a leadership principle that's broad and could be interpreted lots of different ways.

這是我們較新的兩條領導力原則之一。它涵蓋面很廣，可以有很多種解讀。

And indeed, sometimes people do interpret it lots of different ways. As a company, we can't decide to do to be all things and to do all things for everybody at the company. And so, there are times when employees will want us to pursue a certain tack and if we don't do it, they say, well, if you're really earth's best employer, you would have done that. And of course, you can't do all of those things.

也確實，人們有時就是用很多種方式解讀它。作為一家公司，我們無法為公司裡的每個人成為一切、做到一切。所以有時員工希望我們採取某個方向，如果我們不做，他們會說：如果你們真的是全球最佳雇主，就應該那樣做。當然，你不可能做到所有那些事。

So, I thought I would tell you what I think of as the best possible place to work for employees. I think that working at a place whose mission is to make customers' lives easier and better every day is very inspiring. Not just saying it, but doing it. Walking that walk.

所以我想說說，我心目中對員工而言最好的工作場所是什麼樣子。我認為，在一個以「每天讓顧客的生活更輕鬆更好」為使命的地方工作，是非常鼓舞人心的——不只是說說，而是做到，言行合一。

Then a company that's willing to not only make customers' lives better and easier every day, but that is also able and willing to do it on a very large scale. If you think about the number of customers that you impact. And then a company that's willing to invent and to invest and to bet it's not as inspiring, at least to me, to work at a company that's running the same playbook for many years at a time. Being willing to look at what customers care about and invent on their behalf is pretty inspiring.

然後是一家不僅願意每天讓顧客的生活更好更輕鬆、還有能力和意願以非常大的規模去做的公司——想想你影響的顧客數量。再來是一家願意發明、投資、下注的公司。至少對我來說，在一家多年來跑同一套 playbook 的公司工作，沒那麼鼓舞人心；願意去看顧客在乎什麼、替他們發明，是相當鼓舞人心的。

And then being able to commit to those investments for long periods of time. Not running away the first time you see any lack of traction or any problems. Really working through how to get to the right solution for customers and for the business.

然後是能夠對那些投資長期堅持——不會一看到缺乏動能或出現問題就逃走，而是認真想辦法為顧客和業務找到正確的解方。

And then doing all that at a place where you have a group of people that's smart, passionate and motivated and trying to work together as a team and has a passion about the mission that, that we're pursuing together. To me, that's what constitutes a great place to work. And Amazon is very unusual in being so compelling in all those dimensions.

而這一切，是在一個擁有一群聰明、熱情、有動力、努力團隊合作、對我們共同追求的使命懷抱熱情的人的地方完成的。對我來說，這就是一個偉大的工作場所。而 Amazon 非常難得地在所有這些維度上都如此吸引人。

Now are there things that we can do better for employees to be a better place to work? Unquestionably. And there's many of them. Ranging from how we can make it even safer in our fulfillment network for our employees to how we can train and improve our managers so that they develop our teammates careers the right way to continue to have a more diverse and inclusive employee base and set of teammates.

那麼，我們還有可以為員工做得更好、讓這裡成為更好工作場所的地方嗎？毫無疑問，而且很多：從如何讓物流網絡對員工更安全，到如何培訓和提升我們的主管、讓他們以正確的方式發展隊友的職涯，再到持續建立更多元、更共融的員工團隊。

There's lots we can do to keep getting better. We will not be bored any time soon. But I think it's a pretty amazing place to work. But with ways that we're going to keep getting better.

我們還有很多可以持續進步的地方，短期內不會無聊。但我認為這是一個非常了不起的工作場所——同時還有許多我們會持續變得更好的地方。

Success and Scale Bring Broad Responsibility. We started in a garage, but we’re not there anymore. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. And we must end every day knowing we can do even more tomorrow. Leaders create more than they consume and always leave things better than how they found them.

成功與規模帶來更大的責任。我們從車庫起家，但早已不在車庫。我們規模龐大、影響世界，而且遠非完美。我們必須保持謙遜，審慎看待自身行為的連帶影響。我們的在地社區、地球和未來世代，需要我們每天變得更好。我們必須以「為顧客、員工、夥伴和整個世界做得更好、變得更好」的決心開始每一天，並在每天結束時知道明天還能做得更多。領導者創造的多於消耗的，總是讓事物比發現時更好。

So, I think of this leadership principle is largely being great community members in the narrow and broad communities in which we reside. And we have to keep asking ourselves constantly whether the communities in which we reside are better off because we're there. And if they're not, then we need to take action about that.

我把這條領導力原則主要理解為：在我們所處的大小社區中，做好社區成員。我們必須不斷問自己：我們所在的社區，有沒有因為我們的存在而更好？如果沒有，我們就需要採取行動。

And it's not just the jobs that we bring, we bring a lot of jobs to a lot of communities, but it's also the other contributions to the fabric of those communities. Things like affordable housing where we've invested over $1.8 billion in affordable housing in the Puget Sound area or the Arlington, Virginia area or the Nashville area.

我們帶來的不只是工作機會——我們確實為許多社區帶來大量工作——還有對社區肌理的其他貢獻。例如可負擔住宅：我們在普吉特海灣地區、維吉尼亞州阿靈頓地區和納許維爾地區，投資了超過 18 億美元。

Or helping with the unhoused challenges we have in a lot of our cities. If you look in the Puget Sound area with our partnership with Mary's Place, I think we're the only corporation or company that I know that houses families in our corporate buildings. We have over 200 family members housed overnight every night in our buildings and over 1,000 family members a year.

或者協助許多城市面對的無家者挑戰。在普吉特海灣地區，透過與 Mary's Place 的合作，我想我們是我所知唯一一家把家庭安置在自家企業大樓裡的公司：每晚有超過 200 位家庭成員在我們的大樓裡過夜，每年超過 1,000 位。

It's also helping with food security. We've partnered with 35 different cities to serve over 10 million free meals to over 80,000 families in need.

還有糧食安全：我們與 35 個城市合作，為超過 8 萬個有需要的家庭提供了超過 1,000 萬份免費餐點。

It's helping with education. Our philanthropic educational efforts have impacted over 3.9 million people in 9 countries in the past year.

還有教育：過去一年，我們的教育公益行動影響了 9 個國家、超過 390 萬人。

And our Amazon Future Engineer program has committed $16 million in over 400 scholarships to students who wouldn't otherwise be able to go to college and pursue a career in technology.

我們的 Amazon Future Engineer 計畫承諾投入 1,600 萬美元、超過 400 份獎學金，幫助原本無法上大學的學生攻讀並投身科技職涯。

Or how we use what we can uniquely do to help with world crises. If you think about natural disasters, we've delivered over 23 million relief items in 44 unique incidents in this past year.

還有運用我們獨特的能力協助世界危機：以天然災害為例，過去一年我們在 44 起事件中送出了超過 2,300 萬件救援物資。

These are all things that we've done across the company to try and be better community partners. Over 150,000 Amazonians in this last year have volunteered in efforts that we worked on together. So, we've always had a lot of individuals across the company who've given back to their communities.

這些都是我們在全公司努力成為更好社區夥伴的作為。過去一年，超過 15 萬名 Amazon 員工參與了我們共同投入的志工行動。公司裡一直有許多人回饋自己的社區。

As a company, we waited for several years until we were profitable to be more involved in our communities. But if you look at the last number of years, we have really changed how we interact with communities, including being the top company giver to the Puget Sound area for the last couple of years.

作為一家公司，我們等到獲利之後好幾年，才更深入參與社區。但看看最近這些年，我們與社區互動的方式已經徹底改變，包括連續幾年成為普吉特海灣地區捐助最多的企業。