[95724] in Discussion of MIT-community interests
Reward-No.6196154198 - Please Claim-Your $50-Amazon Points-Here.
daemon@ATHENA.MIT.EDU (AmazonRewards)
Fri Feb 24 09:12:33 2017
Date: Fri, 24 Feb 2017 07:16:23 -0700
Reply-To: AmazonRewards@newonlinerewardupdates.com
To: mit-talk-mtg@charon.mit.edu
From: AmazonRewards <AmazonRewards@newonlinerewardupdates.com>
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<td bgcolor="#CC6600" id="Top1">Your Amazon-Rewards Notice #619615429817</td>
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Hello mit-talk-mtg@charon.mit.edu,<br></td>
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<td id="Next35"><p>Because you have been such a loyal, valued-Amazon shopper, we are going to give you a special-reward...a $50-GiftCard!</p>
<p>This bonus can be used for anything you can find on-Amazon, but it will only be available for the next 48-hours, so you need to act-fast.</p>
<p>Simply follow the link-below and answer a short-survey about your experience-shopping on Amazon to get this reward right-away.</p>
<p><br>
<span style="font-weight: bold"><a href="http://yourbonus.newonlinerewardupdates.com">Visit Here & Claim-Your Amazon-GiftCard Now</a></span></p></td>
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<p>If you would.like to not-receive these-rewardads-anymore, you <a href="http://xwtk8.newonlinerewardupdates.com">can.end them_here</a>.<br>
:-_2885 Sanford Ave_S.W. No.40442.<br>
:-_Grandville, M.I. #49418.</p>
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<p>Bo Olson was one of them. He lasted less than two years in a book marketing role and said that his enduring image was watching people weep in the office, a sight other workers described as well. “You walk out of a conference room and you’ll see a grown man covering his face,” he said. “Nearly every person I worked with, I saw cry at their desk.” Thanks in part to its ability to extract the most from employees, Amazon is stronger than ever. Its swelling campus is transforming a swath of this city, a 10-million-square-foot bet that tens of thousands of new workers will be able to sell everything to everyone everywhere. Last month, it eclipsed Walmart as the most valuable retailer in the country, with a market valuation of $250 billion, and Forbes deemed Mr. Bezos the fifth-wealthiest person on earth. Tens of millions of Americans know Amazon as customers, but life inside its corporate offices is largely a mystery. Secrecy is required; even low-level employees sign a lengthy confidentiality agreement. The company authorized only a handful of senior managers to talk to reporters for this article, declining requests for interviews with Mr. Bezos and his top leaders. However, more than 100 current and former Amazonians — members of the leadership team, human resources executives, marketers, retail specialists and engineers who worked on projects from the Kindle to grocery delivery to the recent mobile phone launch — described how they tried to reconcile the sometimes-punishing aspects of their workplace with what many called its thrilling power to create. In interviews, some said they thrived at Amazon precisely because it pushed them past what they thought were their limits. Many employees are motivated by “thinking big and knowing that we haven’t scratched the surface on what’s out there to invent,” said Elisabeth Rommel, a retail executive who was one of those permitted to speak. Others who cycled in and out of the company said that what they learned in their brief stints helped their careers take off. And more than a few who fled said they later realized they had become addicted to Amazon’s way of working. “A lot of people who work there feel this tension: It’s the greatest place I hate to work,” said John Rossman, a former executive there who published a book, “The Amazon Way.” Amazon may be singular but perhaps not quite as peculiar as it claims. It has just been quicker in responding to changes that the rest of the work world is now experiencing: data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees, and global competition in which empires rise and fall overnight. Amazon is in the vanguard of where technology wants to take the modern office: more nimble and more productive, but harsher and less forgiving.</p>
<p>“Organizations are turning up the dial, pushing their teams to do more for less money, either to keep up with the competition or just stay ahead of the executioner’s blade,” said Clay Parker Jones, a consultant who helps old-line businesses become more responsive to change. On a recent morning, as Amazon’s new hires waited to begin orientation, few of them seemed to appreciate the experiment in which they had enrolled. Only one, Keith Ketzle, a freckled Texan triathlete with an M.B.A., lit up with recognition, explaining how he left his old, lumbering company for a faster, grittier one.</p>
<p>“Conflict brings about innovation,” he said. Jeff Bezos turned to data-driven management very early. He wanted his grandmother to stop smoking, he recalled in a 2010 graduation speech at Princeton. He didn’t beg or appeal to sentiment. He just did the math, calculating that every puff cost her a few minutes. “You’ve taken nine years off your life!” he told her. She burst into tears. He was 10 at the time. Decades later, he created a technological and retail giant by relying on some of the same impulses: eagerness to tell others how to behave; an instinct for bluntness bordering on confrontation; and an overarching confidence in the power of metrics, buoyed by his experience in the early 1990s at D. E. Shaw, a financial firm that overturned Wall Street convention by using algorithms to get the most out of every trade. According to early executives and employees, Mr. Bezos was determined almost from the moment he founded Amazon in 1994 to resist the forces he thought sapped businesses over time — bureaucracy, profligate spending, lack of rigor. As the company grew, he wanted to codify his ideas about the workplace, some of them proudly counterintuitive, into instructions simple enough for a new worker to understand, general enough to apply to the nearly limitless number of businesses he wanted to enter and stringent enough to stave off the mediocrity he feared. The result was the leadership principles, the articles of faith that describe the way Amazonians should act. In contrast to companies where declarations about their philosophy amount to vague platitudes, Amazon has rules that are part of its daily language and rituals, used in hiring, cited at meetings and quoted in food-truck lines at lunchtime. Some Amazonians say they teach them to their children.</p>
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