Aus meiner Sicht bemerkenswert und zumindest im US-Geschäft nicht nur Bullshit-Bingo: die Amazon Leadership Principles:
“Whether you are an individual contributor or a manager of a large team, you are an Amazon leader. These are our leadership principles and every Amazonian is guided by these principles.
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.
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”.
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.
Are Right, A Lot
Leaders are right a lot. They have strong business judgment and good instincts.
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.
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.
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.
Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
We try not to spend money on things that don’t matter to customers. Frugality breeds resourcefulness, self-sufficiency and invention. There are no extra points for headcount, budget size or fixed expense.
Vocally Self Critical
Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best.
Earn Trust of Others
Leaders are sincerely open-minded, genuinely listen, and are willing to examine their strongest convictions with humility.
Dive Deep Leaders operate at all levels, stay connected to the details and audit frequently. No task is beneath them.
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.
Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle. ”
Besonders Bemerkenswert finde ich folgende Kriterien:
Have Backbone in Verbindung mit Vocally Self Critical: D.h. z.B. Entscheidungen treffen statt sie zu umgehen!
Dive Deep in Verbindung mit Customer Obsession: D.h. z.B. wirklich das Online-Geschäft verstehen wollen und zwar aus der Kundenperspektive kommend!
Bei allen schwankenden Old Stars der Deutschen Handelslandchaft kann man sich fragen, ob sie diese sinnvollen Ansprüche auch an sich und ihre Führungskräfte stellen und inwieweit sie sie erfüllen. Aus meiner Sicht sind sie im e-commerce erfolgsbestimmend.
Autor: Ellen McGirt
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A math nerd who learned to program computers early and loved science fiction: “Yeah, I was that kid,” Chris Cox offers as explanation (by way of confession) of how all roads inevitably led to his role as Facebook’s product chief and keeper-creator of the social network’s culture of relentless innovation. Yes, in some ways he hails from central casting. But it was his early studies of jazz piano and the attendant dives into theory, patterns, and abstraction that helped Cox see the world through the lens of cognitive mystery, not merely as an engineering challenge. “Math and music try to solve some of the same problems,” he says. “I wanted to learn more about how it all worked in the brain.”
His quest took him to the legendary Symbolic Systems program at Stanford, and into post-graduate work in the university’s natural language processing group. “I loved artificial intelligence — it seemed like the craziest and most expansive thing in the Stanford course reader,” laughs Cox.
When Facebook came calling, Cox passed at first. “I didn’t think they were working on solving a serious problem.” But after a series of meetings, a picture emerged in his mind. “I could see an unencumbered ability for people to communicate with each other,” he says. “I saw it as a map — a modern form of cartography, but of relationships and people.” After Cox abandoned Stanford for Facebook in 2005, his inaugural assignment was to create Facebook’s
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