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When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. --Jeff Bezos, commencement speech at Princeton University, May 30, 2010.

Autor: Brad Stone
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If you want to get to the truth about what makes us different, it's this," Bezos says, veering into a familiar Jeffism: "We are genuinely customer-centric, we are genuinely long-term oriented and we genuinely like to invent. Most companies are not those things. They are focused on the competitor, rather than the customer. They want to work on things that will pay dividends in two or three years, and if they don't work in two or three years they will move on to something else. And they prefer to be close-followers rather than invento
Autor: Brad Stone
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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.
Autor: Brad Stone
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It's easier to invent the future than to predict it. -- Alan Kay.
Autor: Brad Stone
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Bezos also revered pioneering computer scientist Alan Kay and often quoted his observation that "point of view is worth 80 IQ points" -a reminder that looking at things in new ways can enhance one's understanding.
Autor: Brad Stone
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Bezos believed that high margins justified rivals' investments in research and development and attracted more competition, while low margins attracted customers and were more defensible.
Autor: Brad Stone
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Great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. -Clayton Christensen.
Autor: Brad Stone
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