We all know (or should know) that Amazon is structured in a silo system. You do your job and pay no attention to anything else, even though it will affect what you do. Pretty much already discredited when I got my MBA 50 freaking years ago.
Interesting story from the Marketing Dive newsletter today –
" According to new research from EMARKETER and Zeta, 40% of marketers say that these invisible walls between teams are their top obstacle to success. Silos create confusion, waste spend, and block collaboration. Fixing them isn’t a tech problem. It’s a people and process problem."
I do not believe you are suggesting that Amazon is not successful.
Consider the possibility that the same forces that allow Amazon to succeed in a retail business without significant staff with retail experience might be responsible for how Amazon is successful in spite of silo management.
What those forces are is beyond me. Perhaps it has been the fact that many of those silos are overpopulated and inefficient.
Perhaps Andy is taking a great risk by getting rid of the dead wood.
In today’s landscape—with customers demanding seamless, omnichannel experiences—this siloed approach breaks down. Teams can’t work in isolation and expect consistent, measurable outcomes. When each group defines success differently, it’s nearly impossible to understand what’s driving real business growth.
Amazon’s constants are inscrutability and ruthlessness.
It keeps >99.8% of its own management, executives, and teams in the dark.
Its biggest win is acquiring the success of better innovators and then ruining it for everyone.
The product is not the thing; The Business is the thing.
Amazon is the mafia but corporations. With the same reciprocal love-hate relationship to the people, always positioning itself as the victim for “the crime of making a buck.”