The danger is that as this happens, decision making can slow down, and the company can become less agile, moving further and further away from the customer as it rotates focus towards internal challenges rather than external customer-centric innovation. It means being brave enough to fail if it means that by applying lessons learnt, we can better surprise and delight customers in the future.Ĭontrast this to a “Day 2” mentality: as a company grows over time, it needs to adjust its approach to effectively manage the organization as it scales.
Day 1 is about being constantly curious, nimble, and experimental. We strive to deeply understand customers and work backwards from their pain points to rapidly develop innovations that create meaningful solutions in their lives.
Day 1 is both a culture and an operating model that puts the customer at the center of everything Amazon does. Those principles-maintaining a long-term focus, obsessing over customers and their needs, and boldly innovating to meet those needs-have remained consistent for over two decades, and lie at the heart of what is known at Amazon as a “Day 1” mentality. “This is Day 1 for the Internet,” Bezos wrote, “and, if we execute well, for .” In that 1997 letter, Bezos outlines the fundamental measures of Amazon’s potential success-relentlessly focusing on customers, creating long term value over short-term corporate profit, and making many bold bets. In every Annual Report, Jeff Bezos attaches a copy of his original 1997 Letter to Shareholders.
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