"… experiments start small and grow over time … Amazon creates a small team to experiment with the idea and find out if it’s viable. Bezos famously instituted the “two-pizza team” rule, which says that teams should be small enough to be fed with two pizzas … new teams get limited funding and clear milestones; if a team succeeds in smaller challenges, it’s given more resources and a larger challenge to tackle.
… Amazon doesn’t spend too much time on internal testing. “They prioritize launching early over everything else,” … Bezos has been fanatical about letting teams operate independently of one another … discouraged the kind of standardization you see at companies like Google and Apple, encouraging teams to operate independently using whatever technology makes the most sense … to make Amazon a modular, flexible organization with a minimum of company-wide policies.
That has made Amazon’s internal culture somewhat chaotic and balkanized. An engineer on one Amazon project can’t easily jump to another the way they can at Google or Apple. Friction between teams with different cultures may explain why some people find Amazon a stressful place to work. But this chaotic culture is also hospitable to innovation. A new team can use the tools and processes that make the most sense instead of feeling pressure to conform to company-wide standards."
"… experiments start small and grow over time … Amazon creates a small team to experiment with the idea and find out if it’s viable. Bezos famously instituted the “two-pizza team” rule, which says that teams should be small enough to be fed with two pizzas … new teams get limited funding and clear milestones; if a team succeeds in smaller challenges, it’s given more resources and a larger challenge to tackle.
… Amazon doesn’t spend too much time on internal testing. “They prioritize launching early over everything else,” … Bezos has been fanatical about letting teams operate independently of one another … discouraged the kind of standardization you see at companies like Google and Apple, encouraging teams to operate independently using whatever technology makes the most sense … to make Amazon a modular, flexible organization with a minimum of company-wide policies.
That has made Amazon’s internal culture somewhat chaotic and balkanized. An engineer on one Amazon project can’t easily jump to another the way they can at Google or Apple. Friction between teams with different cultures may explain why some people find Amazon a stressful place to work. But this chaotic culture is also hospitable to innovation. A new team can use the tools and processes that make the most sense instead of feeling pressure to conform to company-wide standards."