Showing posts with label Jeff Bezos. Show all posts
Showing posts with label Jeff Bezos. Show all posts

Monday, October 1, 2018

Amazon Enters Banking

By Pascal Dennis (bio)

Big news indeed, no?

Amazon is a marvel, and perhaps the exception that proves a rule. Big companies are supposed to be slow, and well, slow.

Yet Amazon is a colossus of intelligence, entrepreneurialism and advanced Lean thinking.

Jeff Bezos is famously customer-focused and Amazon’s management systems express a deep understanding of core Lean principles including Visual Management, Standardized Work, Andon, Flow and Pull.

And now they’re entering Banking, an ancient & fascinating industry that is ripe for ‘disruption’, to use the currently fashionable phrase.

You only understand the importance of healthy financial services and capital markets when you don’t have them.

In many parts of the world ‘simple’ retail banking services like savings accounts, loans, and insurance are life-giving to a family or a small business.

You can get the loan you need to build your home, and buy desperately needed equipment for your business (e.g. a bicycle, a better phone, more reliable internet access…).

In many countries financial services are an oligopoly run by the few, for the few. We can barely imaging the indignities that many of our fellows suffer thereby.

But give people Amazon-level service in Banking, and watch what happens.

(“You mean I no longer have to wait in line for hours, and then be told ‘sorry, we’re closing, go home’? You mean I can access all the services I need from my cell phone?”)

Amazon Web Services (AWS) has had a liberating effect on small businesses around the world. I’m hopeful that Amazon Banking will have similar effect in financial services.

I imagine that the same technology and expertise that informs AWS will inform Amazon’s banking ecosystems. (Outside of Amazon & such, have Lean principles been applied effectively in Digital?)

How will Banking respond? The industry is full of smart, hard-working people, in my experience, and in many cases they’re acutely aware of customer pain points.

The gaps in customer experience, technology, management systems and people capability are significant.

The causes include deep silos (often reinforced by legislation), creaky legacy IT systems, dysfunctional mental models, and a deep hangover from the Great Financial Crisis of 2008-09.

How do you teach an elephant to dance?

In any event, the best banks will become more nimble, smart and customer-focused, and people around the world will benefit.

Yes, I know many people worry that Amazon is too good, too big, too powerful. But in this critical industry they have the potential to change world and do much good.

Giddy-up!

Best regards,

Pascal


Thursday, November 7, 2013

How Good are our Processes? - Jeff Bezos' Approach

By Pascal Dennis

Fine piece in this week's BusinessWeek on Amazon.

Many fine insights including one that offers a window into how Jeff Bezos thinks.

Mr. Bezos, famously, has a very public email address & encourages customers to contact him directly.

Some customer complaints generate his famous '?' emails, which trigger intense review & problem solving in the affected departments.

Some question this seemingly random approach. 'How can an organization for focused & data-driven react so strongly to 'random' emails?', they ask.

In my view, Bezos, a profound process thinker, sees his customer email as a window on Amazon's processes.

Each ? email allows him to test different sections of the 'spider web' of Amazon's management system.

My guess is he's asking himself questions such as:

How robust are this group's processes? How sound is their connection to their customers? How well do they understand their various market segments?

How quickly do they respond to issues? How articulate is this team?

Do they have integrity? Do they fess up to problems and stick together, or do they turn on one another?

Each is an excellent embedded test of Amazon's system & people.

I'm reminded of my Toyota senseis, on supplier qualification visits. They'd ignore the glitzy PPT presentation, and the 'guided tour', in favor of 'random walks' in the gemba.

During these walks, we'd do 'odd' stuff, like reviewing forklift and fire extinguisher maintenance records in detail.

Our hosts were invariably confused by our attention to such 'minutiae'.

But such 'minutiae' offered us a window on the prospective supplier's processes.

If they can't manage forklift & fire extinguisher maintenance, how are they going to supply these volumes & mixes at this level of quality & lead time?

Make sense?

Well done, Mr. Bezos!

Best,

Pascal