Amazon Wall Quotes

At the end of the warehouse was a dais constructed from pallets of books: stack of vampire novels, walls of James Patterson thrillers, and a throne from about a thousand copies of something called The Five Habits of Highly Aggressive Women.

I thought how lovely and how strange a river is. A river is a river, always there, and yet the water flowing through it is never the same water and is never still. It’s always changing and is always on the move. And over time the river itself changes too. It widens and deepens as it rubs and scours, gnaws and kneads, eats and bores its way through the land. Even the greatest rivers- the Nile and the Ganges, the Yangtze and he Mississippi, the Amazon and the great grey-green greasy Limpopo all set about with fever trees-must have been no more than trickles and flickering streams before they grew into mighty rivers. Are people like that? I wondered. Am I like that? Always me, like the river itself, always flowing but always different, like the water flowing in the river, sometimes walking steadily along andante, sometimes surging over rapids furioso, sometimes meandering wit hardly any visible movement tranquilo, lento, ppp pianissimo, sometimes gurgling giacoso with pleasure, sometimes sparkling brillante in the sun, sometimes lacrimoso, sometimes appassionato, sometimes misterioso, sometimes pesante, sometimes legato, sometimes staccato, sometimes sospirando, sometimes vivace, and always, I hope, amoroso. Do I change like a river, widening and deepening, eddying back on myself sometimes, bursting my banks sometimes when there’s too much water, too much life in me, and sometimes dried up from lack of rain? Will the I that is me grow and widen and deepen? Or will I stagnate and become an arid riverbed? Will I allow people to dam me up and confine me to wall so that I flow only where they want? Will I allow them to turn me into a canal to use for they own purposes? Or will I make sure I flow freely, coursing my way through the land and ploughing a valley of my own?

You see, even after decades of therapy and workshops and retreats and twelve-steps and meditation and even experiencing a very weird session of rebirthings, even after rappeling down mountains and walking over hot coals and jumping out of airplanes and watching elephant races and climbing the Great Wall of China, and even after floating down the Amazon and taking ayahuasca with an ex-husband and a witch doctor and speaking in tongues and fasting (both nutritional and verbal), I remained pelted and plagued by feelings of uncertainty and despair. Yes, even after sleeping with a senator, and waking up next to a dead friend, and celebrating Michael Jackson’s last Christmas with him and his kids, I still did not feel—how shall I put this?—mentally sound.

Each one's no longer conscious Of the high wall, or the rest: Since the one enduring fortress, Is the soldier's iron breast. If you’d live unconquered, Quickly arm, and fight the real foe: Every wife an Amazon bred, And every child a hero.

The hills below crouched on all fours under the weight of the rainforest where liana grew and soldier ants marched in formation. Straight ahead they marched, shamelessly single-minded, for soldier ants have no time for dreaming. Almost all of them are women and there is so much to do - the work is literally endless. So many to be born and fed, then found and buried. There is no time for dreaming. The life of their world requires organization so tight and sacrifice so complete there is little need for males and they are seldom produced. When they are needed, it is deliberately done by the queen who surmises, by some four-million-year-old magic she is heiress to, that it is time. So she urges a sperm from the private womb where they were placed when she had her one, first and last copulation. Once in life, this little Amazon trembled in the air waiting for a male to mount her. And when he did, when he joined a cloud of others one evening just before a summer storm, joined colonies from all over the world gathered fro the marriage flight, he knew at last what his wings were for. Frenzied, he flied into the humming cloud to fight gravity and time in order to do, just once, the single thing he was born for. Then he drops dead, having emptied his sperm into his lady-love. Sperm which she keeps in a special place to use at her own discretion when there is need for another dark and singing cloud of ant folk mating in the air. Once the lady has collected the sperm, she too falls to the ground, but unless she breaks her back or neck or is eaten by one of a thousand things, she staggers to her legs and looks for a stone to rub on, cracking and shedding the wings she will never need again. Then she begins her journey searching for a suitable place to build her kingdom. She crawls into the hollow of a tree, examines its walls and corners. She seals herself off from all society and eats her own wing muscles until she bears her eggs. When the first larvae appear, there is nothing to feed them, so she gives them their unhatched sisters until they are old enough and strong enough to hunt and bring their prey back to the kingdom. That is all. Bearing, hunting, eating, fighting, burying. No time for dreaming, although sometimes, late in life, somewhere between the thirtieth and fortieth generation she might get wind of a summer storm one day. The scent of it will invade her palace and she will recall the rush of wind on her belly - the stretch of fresh wings, the blinding anticipation and herself, there, airborne, suspended, open, trusting, frightened, determined, vulnerable - girlish, even, for and entire second and then another and another. She may lift her head then, and point her wands toward the place where the summer storm is entering her palace and in the weariness that ruling queens alone know, she may wonder whether his death was sudden. Or did he languish? And if so, if there was a bit of time left, did he think how mean the world was, or did he fill that space of time thinking of her? But soldier ants do not have time for dreaming. They are women and have much to do. Still it would be hard. So very hard to forget the man who fucked like a star.

Minimalism is a way of living at the maximum of your potential.

One of the ways to discover our toughness and resiliency is to look back at where we come from. (from Amazon description)

In the most savage and dizzyingly vast wilderness on earth, the rule is simple: Never go out alone. Yet there are those among us who have difficulty accepting what we have not found out for ourselves, who pass a WET PAINT sign and cannot help touching the wall. We simply have to know.

Over time it became clear that the humans couldn’t compete. PEOPLE FORGET THAT JOHN HENRY DIED IN THE END, read a sign on the wall of the P13N office, a reference to the folktale of the steel driver who raced to dig a hole in competition with a steam-powered drilling machine; he won the contest but died immediately afterward.

If you are hungry, you don’t walk into the kitchen and fix what you want. You ask for a menu, then choose an item from it. If you want something that is not on that menu, you can ask the waiter, who will send a request to the cook. But there is no guarantee you’ll get it. What happens inside the walled-off area in question is completely up to the single team that owns it, so long as they don’t change how information can be exchanged. If change becomes necessary, the owners publish a revised set of rules—a new menu, if you will—and all those who rely on them are notified.

When you are in the thick of things, you can get confused by small stuff,” Bezos said a few years later. “I knew when I was eighty that I would never, for example, think about why I walked away from my 1994 Wall Street bonus right in the middle of the year at the worst possible time. That kind of thing just isn’t something you worry about when you’re eighty years old. At the same time, I knew that I might sincerely regret not having participated in this thing called the Internet that I thought was going to be a revolutionizing event. When I thought about it that way … it was incredibly easy to make the decision.

When we pull back into the castle courtyard, James is waiting. And he does not look happy. Actually he looks like a blond Hulk . . . right before he goes smash. Sarah sees it too. “He’s miffed.” “Yep.” We get out of the car and she turns so fast there’s a breeze. “I should go find Penny. ’Bye.” I call after her. “Chicken!” She just waves her hand over her shoulder. Slowly, I approach him. Like an explorer, deep in the jungles of the Amazon, making first contact with a tribe that has never seen the outside world. And I hold out my peace offering. It’s a Mega Pounder with cheese. “I got you a burger.” James snatches it from my hand angrily. But . . . he doesn’t throw it away. He turns to one of the men behind him. “Mick, bring it here.” Mick—a big, truck-size bloke—brings him a brown paper bag. And James’s cold blue eyes turn back to me. “After speaking with your former security team, I had an audience with Her Majesty the Queen last year when you were named heir. Given your history of slipping your detail, I asked her permission to ensure your safety by any means necessary, including this.” He reaches into the bag and pulls out a children’s leash—the type you see on ankle-biters at amusement parks, with a deranged-looking monkey sticking its head out of a backpack, his mouth wide and gaping, like he’s about to eat whoever’s wearing it. And James smiles. “Queen Lenora said yes.” I suspected Granny didn’t like me anymore; now I’m certain of it. “If I have to,” James warns, “I’ll connect this to you and the other end to old Mick here.” Mick doesn’t look any happier about the fucking prospect than I am. “I don’t want to do that, but . . .” He shrugs, no further explanation needed. “So the next time you feel like ditching? Remember the monkey, Your Grace.” He puts the revolting thing back in its bag. And I wonder if fire would kill it. “Are we good, Prince Henry?” James asks. I respect a man willing to go balls-to-the-wall for his job. I don’t like the monkey . . . but I respect it. I flash him the okay sign with my fingers. “Golden.

Montessori classrooms emphasize self-directed learning, hands-on engagement with a wide variety of materials (including plants and animals), and a largely unstructured school day. And in recent years they’ve produced alumni including the founders of Google (Larry Page and Sergey Brin), Amazon (Jeff Bezos), and Wikipedia (Jimmy Wales). These examples appear to be part of a broader trend. Management researchers Jeffrey Dyer and Hal Gregersen interviewed five hundred prominent innovators and found that a disproportionate number of them also went to Montessori schools, where “they learned to follow their curiosity.” As a Wall Street Journal blog post by Peter Sims put it, “the Montessori educational approach might be the surest route to joining the creative elite, which are so overrepresented by the school’s alumni that one might suspect a Montessori Mafia.” Whether or not he’s part of this mafia, Andy will vouch for the power of SOLEs. He was a Montessori kid for the

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

The place you’re going is unlike anything you’ve ever seen or experienced here in Heaven. It’s a contraption of the most immense size, but it comes with walls and a ceiling that will, without any shred of variation or doubt, always come crashing down.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

Amazon appeals to our hunter-gatherer instinct to collect more stuff with minimum effort. We have serious mojo for stuff, as survival went to the caveman who had the most twigs, had the right rocks to crack stuff open with, and got the most colorful mud to draw images on walls so his descendants knew when to plant crops, or what dangerous animals to avoid.

Nancy Peretsman of Allen & Co., a top Wall Street banker and a specialist in internet and media deals. Buffett was high on Peretsman, who had been a budding star at Salomon Brothers, the investment bank in which he was a large investor, before she joined forces with Herbert Allen. It was Peretsman who placed the first call to Amazon CEO Jeff Bezos, a casual friend of Graham’s for 15 years, to tell him the Post was for sale.

Though time management seems a problem as old as time itself, the science of scheduling began in the machine shops of the industrial revolution. In 1874, Frederick Taylor, the son of a wealthy lawyer, turned down his acceptance at Harvard to become an apprentice machinist at Enterprise Hydraulic Works in Philadelphia. Four years later, he completed his apprenticeship and began working at the Midvale Steel Works, where he rose through the ranks from lathe operator to machine shop foreman and ultimately to chief engineer. In the process, he came to believe that the time of the machines (and people) he oversaw was not being used very well, leading him to develop a discipline he called “Scientific Management.” Taylor created a planning office, at the heart of which was a bulletin board displaying the shop’s schedule for all to see. The board depicted every machine in the shop, showing the task currently being carried out by that machine and all the tasks waiting for it. This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

The confluence of those three initiatives—in the fulfillment centers, and with AWS and the Kindle—vaulted Amazon back into the graces of Wall Street. In 2008, Amazon surpassed eBay in market capitalization and was beginning to be mentioned in the same breath as Google, Apple, and a new Silicon Valley upstart, Facebook.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

In a 2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

Owned Traffic Channels A friend of mine owns a SaaS company that’s competing in a massively crowded space. His product gets 500,000 unique visitors a month because he’s exceptional at search engine optimization (SEO), and his company ranks on the first page of Google for many high-volume terms. He owns these organic traffic channels in his market, so even though other names on those pages might be more recognizable, he can stay highly competitive. Even if you own a high-traffic search term on Google, Amazon, or the WordPress plugin store, you can have a pretty commoditized product that can still succeed. One caveat is that this moat can be a bit dicey to maintain because the algorithms at any of those companies can change quickly—and have. Google’s many updates have tanked businesses overnight that depended solely on SEO-driven traffic.

things; even offering you a way to shop for content across a number of different stores. What we’ll concern ourselves with first, however, is opening up new sources of literature by using the features built into this program that allow you to convert books from other formats into ones that your Amazon Kindle can read.   All the News You Can Eat, and Calibre Picks Up the Check Okay, I’ll admit it. I’m a book nut. But I have an even bigger problem. I’m addicted to newspapers, too. I was a “news junkie” before anyone ever heard of such a thing. Twenty-five years ago, I paid about $75 a month to have three different newspapers dropped at my doorstep every morning—my local paper, the Wall Street Journal, and the New York Times. Now,

acid broke down the compound, making their waste devastating. They said that once it was absorbed, it ruined the cellular walls of plant cells, causing them to be weak, to die. I don’t know the science behind it, but it spread like a plague through plant life. All across the Midwest, crops withered, trees rotted, and forests turned brown. They said that the soil was completely useless due to highly acidic toxins which destroyed all the minerals and nutrients plants needed to thrive. Everything started dying. We watched on television as the Amazon and lush forests

acid broke down the compound, making their waste devastating. They said that once it was absorbed, it ruined the cellular walls of plant cells, causing them to be weak, to die. I don’t know the science behind it, but it spread like a plague through plant life. All across the Midwest, crops withered, trees rotted, and forests turned brown. They said that the soil was completely useless due to highly acidic toxins which destroyed all the minerals and nutrients plants needed to thrive. Everything started dying. We watched on television as the Amazon and lush forests in India began to wither and blacken. The governments took action, quickly quarantining any infected areas, halting foot traffic, and trying their hardest to stop the spread. To be honest, it could have worked had we realized sooner. Everything along the Missouri, the Platte, the Canadian, the Pecos, Red, and Mississippi rivers all began to die. The runoff and seepage killed everything, turning the heart of America into a

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

the chairman of Random House, Alberto Vitale, told a Wall Street Journal reporter about the new online bookselling sensation from the Pacific Northwest.

The privacy issue was reignited in early 2014, when the Wall Street Journal reported that Facebook had conducted a massive social-science experiment on nearly seven hundred thousand of its users. To determine whether it could alter the emotional state of its users and prompt them to post either more positive or negative content, the site’s data scientists enabled an algorithm, for one week, to automatically omit content that contained words associated with either positive or negative emotions from the central news feeds of 689,003 users. As it turned out, the experiment was very “successful” in that it was relatively easy to manipulate users’ emotions, but the backlash from the blogosphere was horrendous. “Apparently what many of us feared is already a reality: Facebook is using us as lab rats, and not just to figure out which ads we’ll respond to but to actually change our emotions,” wrote Sophie Weiner on AnimalNewYork.com.

In the spring of 1999, Wall Street’s euphoria seemed to diminish. The financial weekly Barron’s published a seminal article entitled “Amazon.bomb” that declared, “Investors are beginning to realize that this storybook stock has problems.

This was no Planet Fitness, my friends, this looked like an Amazon warehouse dedicated to GUY SHIT. There were swords hanging from the walls, people deadlifting six hundred pounds, I felt like I was inside the Rock’s mind. I walked in and was greeted by two former US Navy SEALs, Logan and Dave. Navy SEALs. The most elite fighting force in the world and Josh from Drake & Josh. Same thing.

They crested the top, and when they looked down, the man’s breath caught in his throat. What he saw was so alien it could only be understood in installments. The strip mine was a crater that had been sunk a quarter mile into the ground. It was like a pit in the middle of the Amazon. Things were crawling all over it the way bees swarm a hive. And it took the man a moment to realize that these were people. Hundreds of them. The weather was warm, and the men laboring below had their shirts off. Each was covered head to toe in mud. The only part of them that seemed human were their teeth and the whites of their eyes. Gigantic ladders had been bolted to the walls of the crater, each the size of a football field. At any one time, at least a hundred men were scaling the ladders with sacks of dirt lashed to their backsides. The sacks were so heavy that when the men reached the top, some could no longer bear the weight and collapsed gradually with each step to the ground. Something deep inside the man wanted to make it stop. And it all came to him in an instant. What he saw was the entire history of the human race. He saw the slave labor camps of the Nazis and the communists. He saw the seas of peasants chained and lashed by great empires—the Romans, the Greeks and all the others that people still spoke of with admiration. He saw the palace eunuchs in the Middle East, free people reengi- neered into model servants by their own biology. He saw the human chattel shipped to the new world, worked for a lifetime, then forced to breed their replacements. And he remembered there was no high-watermark of culture, no height of civilization, that didn’t stand on the back of a mass labor force. And he thought, My god, this is it. This is all of us.

Corporate profits rise when labor costs fall. This is why Wall Street is so quick to pummel companies when they bump up wages. When Walmart announced in 2015 that it planned to increase its starting wage to at least $9 an hour, largely in response to public pressure, investors dumped the stock. Shares fell by 10 percent, erasing $20 billion in market value. It was the company’s biggest single-day loss on record. The same thing happened in 2021. After the retailer pledged to raise its average hourly wage to $15 to compete with Amazon and other companies that had responded to the Fight for $15 campaign, shareholders bailed, causing the stock to fall 6 percent on a Thursday morning. Investors were putting Walmart, and every other publicly traded company, on notice: If you raise wages, you’ll pay for

The big institutions are not so much worried about what a Lending Tree or a SoFi are doing to them. They’re worrying about Apple, Amazon, Facebook, and Google. They’re worrying about what happens if Apple, Amazon, Facebook, or Google really, really make significant headway into creating their own financial ecosystems that are leveraged off the back of their existing networks.” They have reason to worry. Big Tech is coming, and the bankers—at least the bankers who “know they’re screwed”—know it.

What a great book and further adventure of Arthur Nakai. Mr. Langley is relentless in his research to bring the reader fabulous and meaningful details of the characters, cultures and environment bringing the story to life. Through his writing, I feel as though I am in the scenes as a "fly on the wall". Fantastic! People out there who have not read Mr. Langley's books are missing a wonderful experience. Readers definitely need to add Mr. Langley's books to their libraries. I am anxiously awaiting Arthur's next challenge!

I knew when I was eighty that I would never, for example, think about why I walked away from my 1994 Wall Street bonus right in the middle of the year at the worst possible time. That kind of thing just isn’t something you worry about when you’re eighty years old. At the same time, I knew that I might sincerely regret not having participated in this thing called the Internet that I thought was going to be a revolutionizing event. When I thought about it that way … it was incredibly easy to make the decision.

This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

ABOUT THE AUTHOR Photo © 2014 Catherine Dugoni Robert Dugoni is the author of the bestselling Tracy Crosswhite series (My Sister’s Grave, Her Final Breath, and In the Clearing) as well as the critically acclaimed David Sloane series (The Jury Master, Wrongful Death, Bodily Harm, Murder One, and The Conviction). He’s been ranked number one on Amazon’s list of most popular authors in the United States, Great Britain, Germany, France, and Italy, and he has been a New York Times, Wall

When you are in the thick of things, you can get confused by small stuff,” Bezos said a few years later. “I knew when I was eighty that I would never, for example, think about why I walked away from my 1994 Wall Street bonus right in the middle of the year at the worst possible time. That kind of thing just isn’t something you worry about when you’re eighty years old. At the same time, I knew that I might sincerely regret not having participated in this thing called the Internet that I thought was going to be a revolutionizing event. When I thought about it that way… it was incredibly easy to make the decision.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

As a result, anecdotes abound in the tech world about scientists, entrepreneurs, and inventors who study and train here but move to Silicon Valley or Austin or North Carolina, lured by climate and lifestyle and a more freewheeling atmosphere. Technology companies like Microsoft, Google, and Amazon have branch offices in Cambridge, but are headquartered on the West Coast. To compete on a global scale, Bostonians need to claim their place in the global conversation. Friday marks a step in that direction. At a press conference at the Ragon Institute, The Boston Globe will join Harvard University, the Massachusetts Institute of Technology, and MGH in announcing HUBweek, a week-long festival of discussions and creative problem-solving scheduled for Oct. 3 to 10 of next year. It’s a collaborative effort to bring big ideas out from behind institutional walls. To draw participants from all over the nation, and the world, all four co-hosts are creating programming that will focus on game-changing science, technology, engineering, and art. The week will feature some central events, kicking off with a master class at Fenway Park.

That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics