WEBVTT - Andy Jassy’s Plan to Launch Amazon Into The AI Age

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<v Speaker 1>Andy Jassey's plan to launch Amazon into the AI age.

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<v Speaker 1>Jasse was once Jeff Bezos's deputy and the head of

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<v Speaker 1>Amazon's cloud computing arm. Five years into his tenure as CEO,

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<v Speaker 1>he's killing projects, cutting staff, pleasing Wall Street, and steering

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<v Speaker 1>the Everything Store through its greatest challenge yet by Bradstone

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<v Speaker 1>and Matt Day read aloud by Mark Bleidorf. Thirteen miles

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<v Speaker 1>north of Jackson, Mississippi, passed the self storage facilities, a

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<v Speaker 1>Nissan factory, and a Coca Cola bottling plant. Five enormous

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<v Speaker 1>rectangular buildings rise from the state's mineral rich red clay.

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<v Speaker 1>A few years ago, this was rolling Pine forest, earmarked

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<v Speaker 1>for development by the local planning authority. Now it's part

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<v Speaker 1>of a twenty five billion dollar cluster of state of

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<v Speaker 1>the art data centers. The company behind this mammoth undertaking

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<v Speaker 1>once popularized the act of buying stuff online and later

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<v Speaker 1>the corporate custom of running computer applications in the cloud.

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<v Speaker 1>Amazon on a tour of the site in March. Rich Lebron,

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<v Speaker 1>a former US Navy captain who now runs Amazon's campaign

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<v Speaker 1>to stand up a fleet of data centers in the state,

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<v Speaker 1>gestures passed the wire fence that cordons off of bustling

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<v Speaker 1>construction zone that wasn't there last week, he chuckles, pointing

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<v Speaker 1>at one of a dozen new steel structures planned for

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<v Speaker 1>the site, each of which costs roughly one billion dollars.

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<v Speaker 1>Inside one of them, on the other side of steel

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<v Speaker 1>fire doors that remind employees to leave behind their cell

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<v Speaker 1>phones and smart watches is the reason for that massive expense.

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<v Speaker 1>There are hundreds of black cabinets, each more than seven

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<v Speaker 1>feet high, filled with pizza box sized trays of AI accelerators,

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<v Speaker 1>memory chips, and batteries, all connected by color coded power

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<v Speaker 1>and networking cables and cooled by industrial fans that expel

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<v Speaker 1>the heat generated by quintillions of math calculations each hour.

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<v Speaker 1>The data center was constructed for Anthropic, maker of Claud,

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<v Speaker 1>the popular chatbot. About three thousand construction workers toil here,

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<v Speaker 1>and they're generally in awe of the project. They're a

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<v Speaker 1>bit fuzzier on the exact name of the guy who

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<v Speaker 1>commissioned and financed it, though on the tour a guide

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<v Speaker 1>refers to him as Andy Jazzy. This July will mark

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<v Speaker 1>five years since Andy Jase took over the chief executive

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<v Speaker 1>officer role. From Amazon's founder at the corporate offices in Seattle.

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<v Speaker 1>The workforce has grown accustomed to his brand of rigorous

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<v Speaker 1>oversight and ongoing exhortations to act as if they were

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<v Speaker 1>at Jeff Bezos's startup, not a two point nine trillion

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<v Speaker 1>dollar behemoth. He recently placed a series of staggeringly expensive

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<v Speaker 1>bets on artificial intelligence, audacious even by the standards of

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<v Speaker 1>Silicon Valley's ongoing trillion dollar AI bacchanalia. In February, he

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<v Speaker 1>agreed to invest as much as fifty billion dollars in

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<v Speaker 1>Open AI, in a deal that commits the rising startup

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<v Speaker 1>to relying in part on Amazon's data centers and custom

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<v Speaker 1>designed microchips. Then in April, he expanded a similar partnership

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<v Speaker 1>with its arch rival Anthropic, a thirteen billion dollar investment

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<v Speaker 1>with an option for an additional twenty billion dollars. To

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<v Speaker 1>Jasse's critics that spending was the price of Amazon's late

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<v Speaker 1>jump into the current AI wave, he wasn't bluffing, though.

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<v Speaker 1>Jasse spooked investors by vowing to spend two hundred billion

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<v Speaker 1>dollars this year on big ticket items, including warehouse robots,

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<v Speaker 1>a far out effort to launch satellites into space, and

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<v Speaker 1>in particular more AI data centers, AI chips, and networking equipment.

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<v Speaker 1>I don't think the world has ever seen a technology

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<v Speaker 1>get this much adoption and grow this quickly, at least

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<v Speaker 1>in my lifetime, Jesse tells Bloomberg BusinessWeek. Jase runs the

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<v Speaker 1>fifth largest company in the world by market value. He

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<v Speaker 1>takes pains earnestly and often awkwardly to project an everyman image,

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<v Speaker 1>in part by constantly advertising his lifelong passion for music

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<v Speaker 1>and sports in the ante room to the executive suite.

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<v Speaker 1>In Amazon's Day one headquarters. On a rainy morning in April,

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<v Speaker 1>the Who's Tommy plays on a turntable. On the wall

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<v Speaker 1>is a display of album covers, Ramon's Pink Floyd and

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<v Speaker 1>baseball caps Seattle Kraken New York Giants. He also studiously

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<v Speaker 1>strives to embody one of Amazon's sixteen leadership principles, frugality,

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<v Speaker 1>as if to compensate for Bezos's public evolution into an

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<v Speaker 1>icon of over indulgence. Jasse drives himself to work in

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<v Speaker 1>a ninety eight jeep Cherokee, even though he imagines the

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<v Speaker 1>airbags might pulverize him if they ever deployed. His favorite

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<v Speaker 1>beer is Manny's, a Seattle microbrew and fixture at the

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<v Speaker 1>city's sports bars, and dives to his BusinessWeek photo shoot.

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<v Speaker 1>He wears what he calls his eight minute Blazer, which

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<v Speaker 1>he once bought in a hurry for a customer meeting.

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<v Speaker 1>He's customer obsessed, product obsessed, and frankly Amazon obsessed, says

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<v Speaker 1>his Harvard classmate Gina Raimondo, the former US Secretary of Commerce.

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<v Speaker 1>It's really the only place he's ever worked the The

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<v Speaker 1>company is much different from the online bookseller Jasse joined

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<v Speaker 1>in nineteen ninety seven. Amazon today is a corporate urducan

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<v Speaker 1>an advertising, business, and logistics company stuffed inside an e

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<v Speaker 1>commerce marketplace, trust to a cloud computing powerhouse, and garnished

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<v Speaker 1>with Alexa, wholefoods market and Prime video. The behemoth infuriates critics,

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<v Speaker 1>who lambased its rough treatment of drivers and warehouse workers

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<v Speaker 1>and its willingness to bully rivals. On the other hand,

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<v Speaker 1>ordering from Amazon and seeing a cardboard box sitting on

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<v Speaker 1>your doorstep the next day is one of the few

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<v Speaker 1>reliable luxuries of modern life, made possible only because of

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<v Speaker 1>the company's ruthless ability to root out inefficiencies, adopt cutting

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<v Speaker 1>edge robotics, and hide all the messiness from our delicate eyes.

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<v Speaker 1>Jasse took over in mid twenty twenty one and had

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<v Speaker 1>to correct course from some of the excesses of the

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<v Speaker 1>late Bezos era, including a spurt of over hiring to

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<v Speaker 1>meet pandemic demand. He laid off roughly sixty thousand corporate

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<v Speaker 1>personnel employees back to the office and shuttered dozens of projects,

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<v Speaker 1>such as the cashierless go stores, Amazon Fresh supermarkets, and

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<v Speaker 1>a telehealth service. Employees grumbled, but his personal style contrasted

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<v Speaker 1>favorably with his former bosses. He was ever present, probing,

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<v Speaker 1>but never argumentative. Jasse for years has urged colleagues to

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<v Speaker 1>not be afraid to ask dumb questions. He also has

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<v Speaker 1>the agreeable habit of thanking everyone at the beginning and

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<v Speaker 1>end of meetings and sending holiday cards to his senior execs.

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<v Speaker 1>Friends vow that it's all authentic and not at all

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<v Speaker 1>humility theater for a leery public that's become profoundly skeptical

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<v Speaker 1>of technology overlords. Then came the age of generative AI,

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<v Speaker 1>inaugurated by Open AI's chat GPT in late twenty twenty two,

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<v Speaker 1>which posed perhaps the first existential challenge to Jasse's own

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<v Speaker 1>baby and Amazon's profit engine, Amazon Web Services. With AWS,

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<v Speaker 1>Amazon invented cloud computing and went on to build a

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<v Speaker 1>client list that included the biggest names in corporate America.

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<v Speaker 1>It remains the market leader, though Microsoft and Alphabet have

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<v Speaker 1>collectively booked six hundred billion dollars more in future business

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<v Speaker 1>than Amazon. Since chat GPT came on the scene. Would

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<v Speaker 1>companies and governments move their data off Amazon servers to

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<v Speaker 1>access the newest large language models. Would shoppers, for that matter,

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<v Speaker 1>start browsing and buying with knowledgeable chatbots such as chat

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<v Speaker 1>GBT and Google's Gemini instead of endearing the ad riddled

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<v Speaker 1>search results on Amazon dot Com. The answers to those questions,

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<v Speaker 1>and how Jasse navigates the AI era will matter more

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<v Speaker 1>than anything else in determining whether Amazon continues to thrive

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<v Speaker 1>in its fourth decade and how posterity comes to view

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<v Speaker 1>Bezos's successor. Some of Jasse's moves have seemed contrarian. While

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<v Speaker 1>the world swooned over CHATGPT, Amazon executives told anyone who

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<v Speaker 1>would listen that the market would be bigger than any

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<v Speaker 1>one chatbot. Jase cozied up to Anthropic, getting Amazon corporate

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<v Speaker 1>customers access to Claude, and buying time for Amazon to

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<v Speaker 1>develop its own alternative. He decided that Amazon should be

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<v Speaker 1>of all crazy things, the Amazon of AI. Then assured investors, employees,

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<v Speaker 1>and the public that resisting the coming changes wrought by

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<v Speaker 1>AI would be feudile. I can understand how when there's

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<v Speaker 1>the potential for this much change it can make some

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<v Speaker 1>people nervous. I just happen to think it's going to

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<v Speaker 1>make so many things better. He says. You can choose

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<v Speaker 1>to howl at the wind, but AI is not going away.

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<v Speaker 1>Jase never intended to spend his life in the Pacific Northwest.

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<v Speaker 1>He grew up outside New York City in a well

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<v Speaker 1>off household with doting parents. During business school, he agreed

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<v Speaker 1>with his Los Angeles raised girlfriend and now wife, Elana,

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<v Speaker 1>via contract scribbled on a bar napkin, of course, to

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<v Speaker 1>spend a few years out west before returning to New York.

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<v Speaker 1>Jase applied for jobs over the summer and enjoys telling

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<v Speaker 1>the story of how he ended up interviewing at Walt Disney.

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<v Speaker 1>Asked to name an incredibly successful product without picking Nike

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<v Speaker 1>or other obvious choices, Jasse blurted out Beavis and butt Heead,

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<v Speaker 1>touting the cartoons creative merchandising. Jasse didn't get the job.

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<v Speaker 1>Telling the story is perhaps more humility theater, but to

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<v Speaker 1>fulfill the contract with Elana, he worked for a digital

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<v Speaker 1>stock photography company one summer in Seattle and loved the city.

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<v Speaker 1>Approaching graduation, he applied to a few other West Coast

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<v Speaker 1>companies until an online bookseller flying high in the first

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<v Speaker 1>dot com boom, plucked his resume out of a stack.

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<v Speaker 1>Amazon was all hands on deck, with employees spending weeks

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<v Speaker 1>over the holidays in warehouses packaging books for customers. Colleagues

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<v Speaker 1>remember Jasse running Amazon's first eight person marketing team and

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<v Speaker 1>then its fledgling CD selling business, parroting bezos maxims and

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<v Speaker 1>wearing his dress shirts rolled up at the sleeves above

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<v Speaker 1>the elbows, working for Bezos back then with tough, Why

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<v Speaker 1>should I listen to anything else you have to say

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<v Speaker 1>the rest of this time? He once asked Jasse in

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<v Speaker 1>a packed meeting after identifying some incorrect numbers in a

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<v Speaker 1>slide presentation, Jasse persevered and impressed the boss, who selected

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<v Speaker 1>him as his first technical advisor or shadow, a job

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<v Speaker 1>that consisted of trailing the CEO to meetings and then

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<v Speaker 1>huddling with him each week to consider various opportunities. During

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<v Speaker 1>that time, Bezos and Jasse conceived Amazon Web Services partly

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<v Speaker 1>to relieve it bottlenecks at the company by building heavily

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<v Speaker 1>automated self service computing tools, and in two thousand and six,

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<v Speaker 1>Jasse split off to run it. One can see why

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<v Speaker 1>fifteen years later, Bezos came to view Jasse as his

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<v Speaker 1>natural successor. AWS attracted waves of startups like Airbnb, Reddit,

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<v Speaker 1>and Dropbox, then larger enterprises such as Netflix into it,

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<v Speaker 1>and the US government including the CIA. In twenty fifteen,

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<v Speaker 1>Jasse and Jane Hamilton, a top technical exec at the company,

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<v Speaker 1>spearheaded the acquisition of Napurna Labs to kickstart the process

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<v Speaker 1>of supplanting the pricey hardware in its data centers made

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<v Speaker 1>by Intel and other companies. By twenty sixteen, AWS was

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<v Speaker 1>generating twelve billion dollars in sales a year. Jeff was

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<v Speaker 1>pretty hands off, says Peter DeSantis, a Jasse deputy who

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<v Speaker 1>now runs Amazon's AI, chips and Quantum computing group. He

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<v Speaker 1>audited US he poked on us, but that relationship has

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<v Speaker 1>been fairly consistent over time. Several Amazon board members say

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<v Speaker 1>Jasse was the clear choice, even before Bezos decided he

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<v Speaker 1>wanted to spend more time with his boat and other

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<v Speaker 1>endeavors like his space company Blue Origin. It was always

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<v Speaker 1>obvious that Andy was the right person, says Wendell Weeks,

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<v Speaker 1>CEO of Corning and a board member since twenty sixteen.

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<v Speaker 1>You could not have a higher regard than Jeff has

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<v Speaker 1>of Andy's builder skills, and that is the good housekeeping

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<v Speaker 1>seal of approval. Jesse claimed improbably that he had never

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<v Speaker 1>thought about getting promoted, and says that he took a

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<v Speaker 1>few days to consider it. I think there was a

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<v Speaker 1>low chance he was going to say no, says Beth Galletti,

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<v Speaker 1>Amazon's human resources chief. But I also think that he

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<v Speaker 1>was taking the time to make sure that when he

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<v Speaker 1>said yes, he was ready to go do all the

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<v Speaker 1>things that then meant the week. Jasse officially became CEO

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<v Speaker 1>in July twenty twenty one at the Allen and Company

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<v Speaker 1>mogulfest in Sun Valley, Idaho. Bezos worked the room, asking

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<v Speaker 1>attendees to congratulate Jassey and support him. Since then, Bezos

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<v Speaker 1>has been an active chairman of Amazon's board of directors.

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<v Speaker 1>He speaks last in board meetings and pitches enthusiastic ideas

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<v Speaker 1>about emerging technologies like humanoid robots. Amazon is my baby,

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<v Speaker 1>and I will always be a parent, Bezos said in

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<v Speaker 1>a statement, I will never ever stop worrying about having

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<v Speaker 1>love for having heart for Amazon, and I work on

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<v Speaker 1>it every day, and one of my jobs is to

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<v Speaker 1>make sure that Andy and his leadership team are successful.

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<v Speaker 1>Bezos has also helped Amazon navigate Washington, DC, as when

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<v Speaker 1>he took a call from the President when Amazon considered

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<v Speaker 1>disclosing some tariff costs to shoppers. Jasse, a donor to

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<v Speaker 1>mostly Democratic candidates and Causes, says with equanimity that he

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<v Speaker 1>too has relationships with the White House and that I

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<v Speaker 1>find that a lot of times people actually all want

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<v Speaker 1>the same things. Members of the board say the company

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<v Speaker 1>puts Bezos to good use in managing a transactional and

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<v Speaker 1>vituperative White House. He gets access to audiences that some

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<v Speaker 1>people don't always get access to, says Brad Smith, the

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<v Speaker 1>former CEO of into It and an Amazon board member

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<v Speaker 1>since twenty twenty three. No one is confused that Andy's

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<v Speaker 1>the CEO and Jeff is in there as an incredible asset.

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<v Speaker 1>We'll be right back with Andy Jase's plan to launch

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<v Speaker 1>Amazon into the AI age. Welcome back to Andy Jase's

0:13:59.240 --> 0:14:03.959
<v Speaker 1>plan to launch Amazon into the AI age. Jase now

0:14:04.000 --> 0:14:08.280
<v Speaker 1>had an unfathomably large surface area to oversee not only

0:14:08.400 --> 0:14:12.560
<v Speaker 1>cloud services and chips, but also perishable groceries, films and

0:14:12.640 --> 0:14:16.319
<v Speaker 1>TV shows, consumer electronics, and all the other meets in

0:14:16.360 --> 0:14:20.560
<v Speaker 1>the Amazon Turducan. Although he sat on Bezos' leadership s

0:14:20.640 --> 0:14:24.120
<v Speaker 1>team for years, much of the new territory felt unfamiliar,

0:14:24.640 --> 0:14:27.680
<v Speaker 1>so Jasse scheduled what he called learning sessions and what

0:14:27.800 --> 0:14:32.360
<v Speaker 1>colleagues euphimistically dubbed inspections, deep dives into different parts of

0:14:32.360 --> 0:14:36.680
<v Speaker 1>the business, with sometimes combative results. During his first year

0:14:36.720 --> 0:14:41.200
<v Speaker 1>as CEO, Jasse walked through Amazon warehouses and transportation hubs

0:14:41.400 --> 0:14:45.680
<v Speaker 1>around the country. He examined Amazon's massive HR group and

0:14:45.760 --> 0:14:48.720
<v Speaker 1>the highly automated tools it uses to manage one point

0:14:48.760 --> 0:14:52.040
<v Speaker 1>five million employees. He came into the office a few

0:14:52.120 --> 0:14:56.080
<v Speaker 1>days after Christmas one year to record sixteen videos extolling

0:14:56.360 --> 0:14:59.400
<v Speaker 1>seemingly off the cuff and wearing a close cousin to

0:14:59.400 --> 0:15:03.640
<v Speaker 1>the eight minute Blazer each of Amazon's leadership principles. He

0:15:03.720 --> 0:15:07.040
<v Speaker 1>traveled to LA to visit Amazon's Hollywood arm and called

0:15:07.040 --> 0:15:10.119
<v Speaker 1>its leaders back to headquarters to ask broad but discussion

0:15:10.160 --> 0:15:14.320
<v Speaker 1>provoking questions about how commissioning TV shows and films helped

0:15:14.360 --> 0:15:18.840
<v Speaker 1>Amazon's overall business. The deepest dive was reserved for Amazon's

0:15:18.880 --> 0:15:22.480
<v Speaker 1>original business of e commerce, and its decades long pushed

0:15:22.560 --> 0:15:25.800
<v Speaker 1>to speed up delivery by building warehouses ever closer to

0:15:25.880 --> 0:15:30.120
<v Speaker 1>customers and obsessing maniacally over the cost of operating them.

0:15:30.360 --> 0:15:34.200
<v Speaker 1>Not everyone took his prodding well. Over that first year,

0:15:34.400 --> 0:15:38.920
<v Speaker 1>at least a half dozen senior execs left Amazon. Dave Clark,

0:15:39.040 --> 0:15:42.440
<v Speaker 1>who oversaw the rapid expansion of Amazon's logistics network and

0:15:42.560 --> 0:15:45.640
<v Speaker 1>led the retail business, was among the most high profile

0:15:45.720 --> 0:15:49.000
<v Speaker 1>departures after Jasse tunneled into a debate over the cost

0:15:49.040 --> 0:15:53.440
<v Speaker 1>to deliver products from warehouses to customer doorsteps from mid

0:15:53.480 --> 0:15:57.160
<v Speaker 1>twenty two onwards. I think the organization actually took the

0:15:57.240 --> 0:16:00.680
<v Speaker 1>inspections quite well, says Udiit Madan, who sits in the

0:16:00.680 --> 0:16:04.720
<v Speaker 1>logistic czar chair once held by Clark. Madan adds that

0:16:04.840 --> 0:16:08.600
<v Speaker 1>Jasse's probing led his group to reconceive Amazon's US warehouse

0:16:08.640 --> 0:16:12.480
<v Speaker 1>and transportation network as a series of separate regions rather

0:16:12.520 --> 0:16:15.920
<v Speaker 1>than a single hole, which moved products closer to customers

0:16:15.920 --> 0:16:19.880
<v Speaker 1>and accelerated delivery times. The teams had gotten quite comfortable

0:16:19.880 --> 0:16:23.760
<v Speaker 1>with linear progress. Jasse's questions forced us to go back

0:16:23.760 --> 0:16:27.840
<v Speaker 1>and spend a few weeks thinking, he says. Jase concedes

0:16:27.880 --> 0:16:30.760
<v Speaker 1>that the friction surprised him. All the people that I

0:16:30.880 --> 0:16:33.520
<v Speaker 1>was going to manage in my new job were peers

0:16:33.560 --> 0:16:36.440
<v Speaker 1>for a long time, and I had good relationships with them,

0:16:36.520 --> 0:16:41.840
<v Speaker 1>he says. After becoming CEO, every relationship reset. Some of

0:16:41.880 --> 0:16:44.320
<v Speaker 1>them reset really quickly, some of them took a bit

0:16:44.360 --> 0:16:47.680
<v Speaker 1>longer to reset, and some never reset. And the ones

0:16:47.720 --> 0:16:51.920
<v Speaker 1>that don't reset, both parties have to move on. Jasse

0:16:52.120 --> 0:16:55.720
<v Speaker 1>also declared war on the bureaucracy that grew as Amazon's

0:16:55.760 --> 0:16:59.320
<v Speaker 1>corporate staff swelled to more than three hundred thousand. He

0:16:59.360 --> 0:17:02.520
<v Speaker 1>asked teams to increase the ratio of individual contributors to

0:17:02.600 --> 0:17:06.359
<v Speaker 1>managers by fifteen percent, decreed that each manager had to

0:17:06.400 --> 0:17:10.439
<v Speaker 1>oversee six people or more, and introduced a bureaucracy mailbox

0:17:10.480 --> 0:17:15.360
<v Speaker 1>to let workers complain about sclerotic processes. Many employees privately

0:17:15.400 --> 0:17:18.480
<v Speaker 1>confide that this fight hasn't yet been won, and that

0:17:18.560 --> 0:17:22.000
<v Speaker 1>the mailbox just forwards to the whistleblower's most senior boss.

0:17:22.880 --> 0:17:27.439
<v Speaker 1>Members of Amazon's board, though seemed satisfied. Andy inherited a

0:17:27.440 --> 0:17:30.040
<v Speaker 1>frigging mess, and it was a mess that we all

0:17:30.119 --> 0:17:33.760
<v Speaker 1>were part of, including Jeff says Jamie Gorlik, a former

0:17:33.880 --> 0:17:37.000
<v Speaker 1>US Deputy Attorney General and an Amazon board member since

0:17:37.000 --> 0:17:40.240
<v Speaker 1>twenty twelve. At the end of COVID, we had more

0:17:40.280 --> 0:17:43.359
<v Speaker 1>capacity than we needed. We also had a myriad of

0:17:43.400 --> 0:17:47.720
<v Speaker 1>potential and actual investments. Andy was meticulous in addressing both

0:17:47.760 --> 0:17:49.920
<v Speaker 1>of those and got us to the point after about

0:17:49.920 --> 0:17:53.919
<v Speaker 1>two years where we knew he'd righted the ship. But

0:17:54.040 --> 0:17:56.000
<v Speaker 1>for a company on track to become the first to

0:17:56.080 --> 0:18:00.080
<v Speaker 1>hit one trillion dollars in revenue, slashing bureaucracy and shutting

0:18:00.119 --> 0:18:02.879
<v Speaker 1>down moonshots was not going to deliver a new wave

0:18:02.920 --> 0:18:07.119
<v Speaker 1>of reliable growth. So while Jasse canceled some projects, he

0:18:07.200 --> 0:18:11.760
<v Speaker 1>sprinkled investments elsewhere, like the autonomous Zeke's robotaxis that offer

0:18:11.840 --> 0:18:14.879
<v Speaker 1>rides to the public in San Francisco and Las Vegas,

0:18:14.920 --> 0:18:18.679
<v Speaker 1>a set of healthcare initiatives branded Amazon Health Services, and

0:18:18.800 --> 0:18:23.520
<v Speaker 1>Amazon's Leo satellite effort. The brainchild of former Starlink engineers

0:18:23.560 --> 0:18:27.359
<v Speaker 1>who left SpaceX and joined Amazon in twenty eighteen. LEO

0:18:27.520 --> 0:18:30.840
<v Speaker 1>is an attempt to offer satellite internet access anywhere on Earth.

0:18:31.359 --> 0:18:35.480
<v Speaker 1>It has faced delays as rocket bakers, including Bezos' Blue Origin,

0:18:35.760 --> 0:18:38.879
<v Speaker 1>struggled to launch on time and deliver payloads to the

0:18:38.960 --> 0:18:43.159
<v Speaker 1>right orbit. Nevertheless, in April, Jasse bolstered the project with

0:18:43.240 --> 0:18:47.040
<v Speaker 1>his biggest acquisition yet, an eleven point six billion dollars

0:18:47.119 --> 0:18:50.640
<v Speaker 1>deal to buy global Star, a satellite outfit best known

0:18:50.680 --> 0:18:55.560
<v Speaker 1>for providing emergency connectivity to iPhone users. About three hundred

0:18:55.640 --> 0:18:59.119
<v Speaker 1>LEO satellites are in low Earth orbit, providing access to

0:18:59.200 --> 0:19:03.960
<v Speaker 1>beta customers. Amazon's satellite plant in Kirkland, Washington is a

0:19:04.000 --> 0:19:08.000
<v Speaker 1>testament to Jasse's even grander ambitions. In a former video

0:19:08.040 --> 0:19:11.639
<v Speaker 1>game hardware factory tucked behind a car dealership, hundreds of

0:19:11.720 --> 0:19:16.560
<v Speaker 1>engineers wearing electrostatic discharge smocks and safety goggles turn out

0:19:16.680 --> 0:19:21.119
<v Speaker 1>multiple satellites a day. Individual components such as flight computers,

0:19:21.200 --> 0:19:24.960
<v Speaker 1>solar panels, and radio arrays are shaken, baked, and frozen

0:19:25.080 --> 0:19:28.760
<v Speaker 1>in large testing chambers to simulate the conditions of spaceflight.

0:19:29.359 --> 0:19:33.040
<v Speaker 1>Completed satellites are turned on for testing, then put to sleep,

0:19:33.359 --> 0:19:36.359
<v Speaker 1>laid on a custom steel palette with shock absorbers, and

0:19:36.400 --> 0:19:39.080
<v Speaker 1>shipped by truck to the Kennedy Space Center in Florida,

0:19:39.400 --> 0:19:41.800
<v Speaker 1>where they'll wait to be loaded onto a rocket to

0:19:41.840 --> 0:19:46.280
<v Speaker 1>extend the inescapable influence of Amazon and Anti Jassey into

0:19:46.320 --> 0:19:50.840
<v Speaker 1>outer space. But Jasse's biggest bet by dollar value and

0:19:50.960 --> 0:19:52.879
<v Speaker 1>the share of the eight or so meetings he's in

0:19:52.920 --> 0:19:57.240
<v Speaker 1>every day, is AI. Even though Bezos was pushing machine

0:19:57.280 --> 0:20:00.640
<v Speaker 1>learning tools on employees over the last ten years of tenure,

0:20:01.000 --> 0:20:04.480
<v Speaker 1>Amazon was late to the AI frenzy. It never developed

0:20:04.480 --> 0:20:07.600
<v Speaker 1>as large a fundamental research group as rivals like Google

0:20:07.960 --> 0:20:11.919
<v Speaker 1>and missed obvious hints about what was coming. Anthropic, founded

0:20:11.960 --> 0:20:16.240
<v Speaker 1>in early twenty twenty one, originally relied exclusively on AWS

0:20:16.640 --> 0:20:19.720
<v Speaker 1>and turned through so much processing power that some inside

0:20:19.760 --> 0:20:23.320
<v Speaker 1>Amazon wanted their company to invest in the San Francisco startup.

0:20:23.920 --> 0:20:27.199
<v Speaker 1>Executives weren't convinced there was a real business model and

0:20:27.440 --> 0:20:31.679
<v Speaker 1>passed on Anthropics early funding rounds, but Google invested in

0:20:31.720 --> 0:20:35.440
<v Speaker 1>early twenty twenty three and shrewdly wove its homegrown Gemini

0:20:35.520 --> 0:20:39.840
<v Speaker 1>model across its services. Microsoft meanwhile back to open AI

0:20:41.000 --> 0:20:44.879
<v Speaker 1>after chat GPT and Claude took off. Amazon rushed to

0:20:44.920 --> 0:20:48.520
<v Speaker 1>catch up. Its first LLM powered products were rough around

0:20:48.560 --> 0:20:52.160
<v Speaker 1>the edges, and managers across Amazon told employees to dig

0:20:52.200 --> 0:20:56.320
<v Speaker 1>in for a long and difficult engineering effort. Alexa, which

0:20:56.440 --> 0:20:59.800
<v Speaker 1>Jassey and colleagues disconcertingly insist on referring to as she

0:21:00.040 --> 0:21:03.800
<v Speaker 1>d needed a total overhaul to compete with new chatbots

0:21:04.040 --> 0:21:08.680
<v Speaker 1>and an inevitable flood of AI infused devices. Jasse engaged

0:21:08.760 --> 0:21:13.359
<v Speaker 1>personally in the effort, rewriting its PRFAQ, the document framed

0:21:13.359 --> 0:21:15.439
<v Speaker 1>as a press release that's crafted at the start of

0:21:15.480 --> 0:21:18.960
<v Speaker 1>every project inside the company and firing off bug reports

0:21:19.000 --> 0:21:22.800
<v Speaker 1>on early versions of the software. Engineers in Boston and

0:21:22.880 --> 0:21:26.160
<v Speaker 1>Seattle recall working eighty hours a week for two years

0:21:26.160 --> 0:21:29.400
<v Speaker 1>to make Alexa more conversational and to surpass what they

0:21:29.440 --> 0:21:33.320
<v Speaker 1>described as an internal target of ninety seven percent correct answers.

0:21:34.119 --> 0:21:37.239
<v Speaker 1>Alexa Plus, as the company calls it, was unveiled at

0:21:37.240 --> 0:21:40.639
<v Speaker 1>a Manhattan press conference in February twenty twenty five, with

0:21:40.800 --> 0:21:44.400
<v Speaker 1>Jase's parents sitting in the front row. Over the next year,

0:21:44.640 --> 0:21:48.720
<v Speaker 1>the refurbished assistant was automatically downloaded onto tens of millions

0:21:48.760 --> 0:21:51.600
<v Speaker 1>of the Echo speakers out in the world, giving them

0:21:51.640 --> 0:21:57.800
<v Speaker 1>an instant brain boost it uugh. She now banters with users,

0:21:58.000 --> 0:22:01.960
<v Speaker 1>sometimes gradingly, and Kenris spond to complex commands by turning

0:22:01.960 --> 0:22:05.280
<v Speaker 1>on the lights, hailing an uber, and making a restaurant reservation.

0:22:06.119 --> 0:22:09.480
<v Speaker 1>Jasse asserts that users are talking to Alexa plus twice

0:22:09.520 --> 0:22:11.840
<v Speaker 1>as much as they did with the original, and says

0:22:12.119 --> 0:22:14.639
<v Speaker 1>it's still early with respect to how good Alexa is

0:22:14.680 --> 0:22:18.320
<v Speaker 1>going to be over time. Both Alexa and Rufus, a

0:22:18.359 --> 0:22:22.480
<v Speaker 1>conversational chatbot that helps shoppers find and compare products on Amazon,

0:22:22.800 --> 0:22:25.440
<v Speaker 1>are powered in part by a homegrown suite of AI

0:22:25.560 --> 0:22:29.159
<v Speaker 1>models called Nova, but they're not widely regarded as a

0:22:29.200 --> 0:22:33.760
<v Speaker 1>credible competitor to the most capable llms, so Jasse opened

0:22:33.760 --> 0:22:37.760
<v Speaker 1>his checkbook. He invested in Anthropic in September twenty twenty three,

0:22:38.119 --> 0:22:41.679
<v Speaker 1>seven months after Google's own stake became public, and then

0:22:41.720 --> 0:22:44.720
<v Speaker 1>this spring in open Ai, which this year made versions

0:22:44.760 --> 0:22:47.200
<v Speaker 1>of its models available as an option on the dinner

0:22:47.240 --> 0:22:52.040
<v Speaker 1>menu of AI tools on aws's Bedrock service. Both companies

0:22:52.040 --> 0:22:55.159
<v Speaker 1>have promised to use chips from Annapurna, cutting into the

0:22:55.200 --> 0:22:58.160
<v Speaker 1>dollars the companies send to the hugely profitable chip maker.

0:22:58.240 --> 0:23:02.520
<v Speaker 1>In Nvidia. Amazon claims its AI chip Traanium is more

0:23:02.680 --> 0:23:06.840
<v Speaker 1>energy efficient and runs more cheaply than comparable silicon from Nvidia.

0:23:07.680 --> 0:23:11.800
<v Speaker 1>On a recent podcast, Nvidia CEO Jensen Huang rejected that

0:23:11.880 --> 0:23:15.080
<v Speaker 1>claim and said nobody can demonstrate to me that any

0:23:15.119 --> 0:23:18.160
<v Speaker 1>single platform in the world today has a better performance.

0:23:19.280 --> 0:23:22.640
<v Speaker 1>Asked whether he trusts Open Ai chief Sam Altman, who's

0:23:22.680 --> 0:23:25.600
<v Speaker 1>often characterized in the press and by critics as a

0:23:25.640 --> 0:23:28.800
<v Speaker 1>master strategist who tailors his message to such a degree

0:23:28.960 --> 0:23:32.480
<v Speaker 1>that it can border on deception, jasse responds by saying

0:23:32.560 --> 0:23:35.200
<v Speaker 1>he spoke with Altman multiple times a week for four

0:23:35.200 --> 0:23:38.359
<v Speaker 1>months straight. We were pretty open with one another about

0:23:38.359 --> 0:23:41.800
<v Speaker 1>what was important to us in building a partnership. He says,

0:23:41.840 --> 0:23:44.880
<v Speaker 1>in my own interactions with Sam, I do trust him.

0:23:45.119 --> 0:23:48.280
<v Speaker 1>The deals have made AWS a safe space for companies

0:23:48.320 --> 0:23:51.880
<v Speaker 1>looking to enjoy the AI ferry dust, as evidenced by

0:23:51.880 --> 0:23:54.640
<v Speaker 1>the unit's fastest sales growth in more than three years.

0:23:55.240 --> 0:23:58.679
<v Speaker 1>In late April, AWS started selling a broader suite of

0:23:58.680 --> 0:24:02.439
<v Speaker 1>software for office tax a bet that AI powered tools

0:24:02.480 --> 0:24:06.320
<v Speaker 1>could grab customers in a market dominated by Salesforce, SAP

0:24:06.520 --> 0:24:10.680
<v Speaker 1>and other companies. They're so good at creating affordable innovation,

0:24:11.160 --> 0:24:15.520
<v Speaker 1>says Adina Friedman, the CEO of Nasdaq, an AWS customer

0:24:15.560 --> 0:24:19.040
<v Speaker 1>since two thousand and eight. Jase's strategy is straight from

0:24:19.040 --> 0:24:23.720
<v Speaker 1>the book of Bezos. Offer vast selection, undercut fat margin rivals,

0:24:23.920 --> 0:24:27.399
<v Speaker 1>and eliminate any reason for customers to even think about leaving.

0:24:28.320 --> 0:24:32.240
<v Speaker 1>That success has put AWS once the insurgent pirate ship

0:24:32.280 --> 0:24:35.560
<v Speaker 1>that tore through the established giants of corporate computing, in

0:24:35.600 --> 0:24:39.280
<v Speaker 1>a strange new position, an incumbent defending its turf in

0:24:39.320 --> 0:24:42.760
<v Speaker 1>an age of disruption. Most companies want to run their

0:24:42.800 --> 0:24:45.520
<v Speaker 1>AI where the rest of their data and applications are,

0:24:45.760 --> 0:24:48.480
<v Speaker 1>Jase says, and a lot more of that lives in

0:24:48.520 --> 0:24:53.119
<v Speaker 1>AWS than anywhere else. Every fall for the past few years,

0:24:53.280 --> 0:24:56.200
<v Speaker 1>forty business leaders head to Seattle for what Jasse calls

0:24:56.240 --> 0:25:00.159
<v Speaker 1>the Amazon CEO Summit, a private, day long conference to

0:25:00.200 --> 0:25:03.399
<v Speaker 1>talk about technology trends and share personal tips on the

0:25:03.400 --> 0:25:07.360
<v Speaker 1>grind of leading through a turbulent business environment. Execs such

0:25:07.400 --> 0:25:11.480
<v Speaker 1>as NBA commissioner Adam Silver and Accentcher CEO Julie Sweet

0:25:11.720 --> 0:25:14.119
<v Speaker 1>say they never miss it thanks to the low pressure

0:25:14.200 --> 0:25:18.119
<v Speaker 1>FaceTime with peers and guests. At night, Jasse hosts the

0:25:18.160 --> 0:25:21.359
<v Speaker 1>group for cocktails and dinner in his own backyard, or

0:25:21.440 --> 0:25:24.880
<v Speaker 1>if it's raining, in helmet Head, the sports bar he's

0:25:24.920 --> 0:25:28.080
<v Speaker 1>installed in his basement. The evening is capped by a

0:25:28.080 --> 0:25:32.320
<v Speaker 1>private concert by one of Jasse's favorite musicians. Dave Matthews

0:25:32.320 --> 0:25:35.439
<v Speaker 1>and Brandy Carlyle have performed for the group, so has

0:25:35.520 --> 0:25:38.920
<v Speaker 1>Dave Grohl, who sang a new song for Attendees. Each

0:25:38.960 --> 0:25:42.919
<v Speaker 1>received a custom pressed album of the performance. This is

0:25:42.920 --> 0:25:47.080
<v Speaker 1>the environment in which Jasse thrives, hobnobbing with other CEOs,

0:25:47.440 --> 0:25:49.560
<v Speaker 1>with his s team, or one on one with an

0:25:49.560 --> 0:25:53.680
<v Speaker 1>Amazon partner at a sporting event. NFL commissioner Roger Goodell,

0:25:54.000 --> 0:25:57.520
<v Speaker 1>another Summit regular, recalls watching a game with Jasse soon

0:25:57.560 --> 0:26:01.640
<v Speaker 1>after Amazon started broadcasting Thursday Night Football and asking how

0:26:01.680 --> 0:26:06.040
<v Speaker 1>the league could use AI to improve officiating. Jesse paused,

0:26:06.359 --> 0:26:08.720
<v Speaker 1>started nodding his head and by the end of the

0:26:08.760 --> 0:26:12.159
<v Speaker 1>quarter was reeling off ideas. I don't think there's a

0:26:12.200 --> 0:26:15.720
<v Speaker 1>detail too small for him, Goodell says, it's what makes

0:26:15.760 --> 0:26:19.200
<v Speaker 1>him such an effective CEO, because you can insulate yourself

0:26:19.240 --> 0:26:21.399
<v Speaker 1>to a point where you're not hearing what's happening on

0:26:21.440 --> 0:26:25.080
<v Speaker 1>the ground. But he's a tremendous listener and asks incredibly

0:26:25.119 --> 0:26:29.680
<v Speaker 1>good questions. That sort of personal diplomacy has also smoothed

0:26:29.720 --> 0:26:33.560
<v Speaker 1>Amazon's incursions into areas where relationships and an ability to

0:26:33.600 --> 0:26:37.720
<v Speaker 1>cut massive checks might matter more than the company's technological prowess.

0:26:38.400 --> 0:26:42.000
<v Speaker 1>Amazon last year raced to refit a vacant production studio

0:26:42.080 --> 0:26:46.240
<v Speaker 1>in Culver City, California, into a gleaming led paneled sports

0:26:46.280 --> 0:26:50.000
<v Speaker 1>set in time for the company's first NBA broadcasts. The

0:26:50.080 --> 0:26:53.840
<v Speaker 1>eleven year deal expanded an already growing portfolio of sports

0:26:53.920 --> 0:26:57.639
<v Speaker 1>rights meant to keep prime members happy and juice Amazon's

0:26:57.680 --> 0:27:02.080
<v Speaker 1>booming advertising business. Inside control room trucks parked in a

0:27:02.119 --> 0:27:05.400
<v Speaker 1>garage around the corner from the studios, NBA games are

0:27:05.440 --> 0:27:09.200
<v Speaker 1>produced for global consumption. It's all a short walk away

0:27:09.240 --> 0:27:12.919
<v Speaker 1>from the headquarters of Amazon MGM Studios, where producers are

0:27:12.960 --> 0:27:16.040
<v Speaker 1>plotting the next iteration of James Bond. After the eight

0:27:16.080 --> 0:27:19.560
<v Speaker 1>point five billion dollar deal to buy the storied Hollywood studio,

0:27:20.640 --> 0:27:24.399
<v Speaker 1>Jasse has bigger challenges mollifying Amazon's three hundred and fifty

0:27:24.480 --> 0:27:28.880
<v Speaker 1>thousand white collar employees at its million plus warehouse workers,

0:27:29.240 --> 0:27:32.040
<v Speaker 1>some of whom privately confide that morale at the company

0:27:32.160 --> 0:27:36.440
<v Speaker 1>is poor. In dozens of conversations, many remain skeptical of

0:27:36.520 --> 0:27:40.680
<v Speaker 1>Jasse's tenure and express consternation with the current environment at Amazon,

0:27:41.040 --> 0:27:44.840
<v Speaker 1>where job cuts and pressure to flatten organizations mean fewer

0:27:44.880 --> 0:27:49.760
<v Speaker 1>opportunities for promotion. Top ai talent is decamping to rivals

0:27:49.800 --> 0:27:53.679
<v Speaker 1>and startups. Employees fear their jobs will be replaced by

0:27:53.720 --> 0:27:58.920
<v Speaker 1>automation and complain about a culture of constant reorganizations, rotating bosses,

0:27:59.320 --> 0:28:02.880
<v Speaker 1>NonStop me and a cumbersome path to getting big decisions

0:28:02.880 --> 0:28:05.640
<v Speaker 1>approved when no one feels empowered to put their name

0:28:05.720 --> 0:28:09.720
<v Speaker 1>on the line. The bottleneck, they assert, is Jasse himself,

0:28:09.920 --> 0:28:12.800
<v Speaker 1>who never let go after the inspections of that first

0:28:12.880 --> 0:28:16.560
<v Speaker 1>year and wants to make every major decision. One way

0:28:16.640 --> 0:28:19.640
<v Speaker 1>he manages the never ending carousel of approvals is by

0:28:19.680 --> 0:28:22.760
<v Speaker 1>taking home a translucent colored folder of documents each evening

0:28:22.840 --> 0:28:26.120
<v Speaker 1>and weekend, reading through them, and firing off emails every

0:28:26.119 --> 0:28:30.080
<v Speaker 1>morning from an elliptical machine. Some employees contend it's a

0:28:30.160 --> 0:28:33.199
<v Speaker 1>dangerous way to run a company, with calls debated and

0:28:33.320 --> 0:28:35.679
<v Speaker 1>second guest on their way to the boss while the

0:28:35.720 --> 0:28:39.920
<v Speaker 1>next transformative idea is at risk of getting overlooked. Amazon

0:28:40.000 --> 0:28:43.280
<v Speaker 1>says most employees report that they're satisfied with their jobs

0:28:43.720 --> 0:28:48.440
<v Speaker 1>and that thousands of decisions are made regularly without Jasse's involvement. Still,

0:28:48.680 --> 0:28:53.040
<v Speaker 1>the CEO is unapologetic about the scrutiny he gives Amazon's operations.

0:28:53.680 --> 0:28:56.040
<v Speaker 1>None of the decisions are made at thirty thousand feet,

0:28:56.280 --> 0:28:59.400
<v Speaker 1>Jesse says, at a place like Amazon, if you don't

0:28:59.400 --> 0:29:02.160
<v Speaker 1>actually under stand some of the details of the business,

0:29:02.360 --> 0:29:04.680
<v Speaker 1>you're not going to be very helpful to those teams.

0:29:05.600 --> 0:29:09.600
<v Speaker 1>Employees complained plenty about Amazon's culture during the Bezos years, too,

0:29:10.160 --> 0:29:14.280
<v Speaker 1>but they seemed proud of the ostentatious technology gambles like Alexa,

0:29:14.480 --> 0:29:17.440
<v Speaker 1>the Kendall and delivery drones, and the way the company

0:29:17.520 --> 0:29:21.160
<v Speaker 1>was always pushing the frontier of what was possible. Bezos

0:29:21.200 --> 0:29:23.760
<v Speaker 1>owned more than twenty percent of the stock at one point,

0:29:24.040 --> 0:29:27.000
<v Speaker 1>so he could take more risks and flout convention. He

0:29:27.040 --> 0:29:29.800
<v Speaker 1>showed up to his last quarterly earnings call with analysts

0:29:29.800 --> 0:29:32.240
<v Speaker 1>in two thousand and nine, for example, and for the

0:29:32.240 --> 0:29:35.480
<v Speaker 1>rest of his tenure left that unsavory responsibility to his

0:29:35.600 --> 0:29:39.720
<v Speaker 1>chief financial officer. Jasse is on the call every quarter.

0:29:40.360 --> 0:29:44.280
<v Speaker 1>David Solomon, the Goldman Sachs CEO who's known Jassy for years,

0:29:44.560 --> 0:29:47.240
<v Speaker 1>says his friend has evolved into more of what I

0:29:47.320 --> 0:29:51.080
<v Speaker 1>call an established public company CEO than I think Jeff

0:29:51.080 --> 0:29:55.920
<v Speaker 1>ever was. Jasse understands the importance of starting experiments that

0:29:55.960 --> 0:30:00.400
<v Speaker 1>are more visible than abstract AI algorithms, chips and datas

0:30:00.680 --> 0:30:03.920
<v Speaker 1>or satellites way up in space. The company is building

0:30:03.920 --> 0:30:06.680
<v Speaker 1>a two hundred and twenty five thousand square foot facility

0:30:06.720 --> 0:30:11.080
<v Speaker 1>outside Chicago, a combination superstore and warehouse where it will

0:30:11.120 --> 0:30:15.400
<v Speaker 1>blend robotics and AI to sell general merchandise, groceries, and

0:30:15.480 --> 0:30:19.240
<v Speaker 1>prepared food. According to permitting documents and people familiar with

0:30:19.280 --> 0:30:24.000
<v Speaker 1>the plans, it's classic Amazon. The company has failed repeatedly

0:30:24.040 --> 0:30:27.680
<v Speaker 1>at developing new store formats and is way behind rivals

0:30:27.720 --> 0:30:31.000
<v Speaker 1>like Walmart in the business of selling fresh food. None

0:30:31.040 --> 0:30:34.160
<v Speaker 1>of that matters, Jase says, the company will simply keep

0:30:34.200 --> 0:30:38.240
<v Speaker 1>trying new things until something sticks. We're doing an ungodly

0:30:38.280 --> 0:30:41.320
<v Speaker 1>amount of invention right now, he says, and I think

0:30:41.360 --> 0:30:43.120
<v Speaker 1>that will be true for as long as I can

0:30:43.160 --> 0:30:46.360
<v Speaker 1>foresee in the future. It's just part of our DNA