People & Culture (coming soon)
2nd Edition
MANAGING LIKE AMAZON
Adopt Bezos Management System.
Colin Bryar, VP & Bezos's Shadow at Amazon.
The person who documented Amazon management system.
Ticket
5300€ +VAT
until 13th September.
Increases to 5700€ + vat
Ticket
5300€ + vat
13th Sept. increases to 5700€+vat
Date
29, 30 & 31th
October 2024
Date
29, 30 & 31th
October 2024
Location
Herdade Caçabrava
Tomar, Portugal
Tomar, Portugal
Location
Herdade Caçabrava
Audience
30 Ceo, Coo, Chro
and similar.
5 spots remaining.
and similar.
Audience
30 Ceo, Coo, Chro
4 spots left
Program
Click here
Ticket
5300€ +VAT
until 13th September.
Increases to 5700€ + vat
Date
29, 30 & 31th
October 2024
Location
Herdade Caçabrava
Tomar, Portugal
Audience
4 spots remaining.
30 Ceo, Coo, Chro
and similar
Program
Click here
2nd Edition
MANAGING LIKE AMAZON
Adopt Bezos Management System.
Ticket
5300€ +VAT
until 13th September.
Increases to 5700€ + vat
Ticket
5300€ + vat
13th Sept. increases to 5700€+vat
Date
29, 30 & 31th
October 2024
Date
29, 30 & 31th
October 2024
Location
Herdade Caçabrava
Tomar, Portugal
Tomar, Portugal
Location
Herdade Caçabrava
and similar.
Audience
30 Ceo, Coo, Chro
Audience
4 spots remaining.
30 Ceo, Coo, Chro
and similar.
4 spots left
Program
Click here
2nd Edition
MANAGING LIKE AMAZON
Adopt Bezos Management System.
Lectured by Colin Bryar, VP & Bezos's Shadow at Amazon.
The person who documented Amazon management system.
2nd Edition
MANAGING LIKE AMAZON
Adopt Bezos Management System.
Colin Bryar, VP & Bezos's Shadow at Amazon.
The person who documented Amazon management system.
CFO, Sonae Arauco
The program was delivered with high quality, reflecting an in-depth understanding of best management practices.
CEO, h3 Real Food Group
Arc Business Retreats' exceptional organization created an engaging and professional atmosphere, perfect for fostering learning and discussion among a great group of attendees.
CHRO, Waeg - an IBM Company
I just can recommend everyone in my network to take this opportunity. Colin was absolutely phenomenal, as well as all the organization and reception from Arc Business Retreats.
Instructor
Colin Bryar, as one of Jeff Bezos’ closest advisors, played a pivotal role in Amazon’s evolution. He was responsible for following all daily operations and creating the first operations manual, which guides all executive decisions at Amazon. This effort gave rise to the “Working Backwards” philosophy.
One of the 10 members of Bezos’ Senior Team.
Appointed as Jeff Bezos’ Shadow - Making Jeff a Better CEO.
Co-authored “Working Backwards: Secrets from Inside Amazon.”
Sharing
Understanding Amazon "Operating Cadence"
Hiring, talent and creating a culture of "Bar Raisers"
How Amazon does Weekly, Monthly and Anual Business Reviews
The Anual Operating Plan (and planning)
Refine your flywheel KPIs and understand inputs-outputs
How to identify controllable customer-facing input metrics
How to build strong narratives and executive communications
Designing leadership principles (lessons from Jeff)
Innovation opportunities and initiatives
How to fit everything into your "Operating Cadence"
Breakout sessions to apply the concepts to your company
We will cover issues ranging from people management (hiring, development), effective planning, decision-making, and measurement, plus identifying and implementing new initiatives to drive growth, efficiency, and quality.
To deliver sustained, scalable results, successful companies manage each of these issues using a set of formal, scalable processes, the combination of which defines a company’s Operating Cadence.
Jeff Bezos put it well in his 2016 shareholder letter. “Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right”.
OKRs are a good example. We will introduce a series of scalable, repeatable processes that the audience can take back with them and implement within their own organizations.
We hope to convince the audience that Execs should not delegate the following decisions:
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Along what dimensions do we create value for customers, or what is our strategic direction? Best if articulated by a Flywheel and should not change from quarter to quarter or year to year. Minor adjustments, based on results and experience, over a period of years are appropriate.
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How will the company measure success and progress against the flywheel or strategy (besides the obvious output metrics)?
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What are the input metrics that give us an understanding of and visibility into how we control and drive our desired customer experience and business performance?
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Where and how should we invest? How should we allocate our (precious) resources to the many initiatives and ventures we might pursue? And, which of these should we decide not to do based on the capacity of our organization?
Every company should have an operating plan comprised of SMART goals for output and input metrics, initiatives, and how resources will be allocated (which teams get how many people, and how much money to spend).
This sounds so simple, and in some ways, it is. But the difficulty achieving this increases in proportion to the size and complexity of the company.
The answer isn’t new or a secret. Every successful company has its own Operating Cadence – a set of processes and standards that dictate how plans are made, monitored, and altered.
There are many Operating Cadences to choose from. If you don't have one, you can learn and implement the one Amazon uses in this class.
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16:00 - 19:00
Managing Like Amazon Masterclass start with a captivating Meet & Greet at Herdade Caçabrava.
Prepare to embark on an enlightening journey as Colin offers an insightful overview of the upcoming two days, setting the stage for an engaging exchange. Each participant will be gently prompted with simple questions, fostering a connection among us.
As the evening unfolds, indulge in a sumptuous dinner, a fitting culmination to a day filled with exploration.
Instructor: Colin Bryar
Local: Herdade Caçabrava, Tomar
09:00 - 10:30
Hiring - Getting the right people on the bus.
Deep dive into Amazon’s Bar Raiser hiring process.
10:30 - 13:00
Behavioral Interviewing Breakout Session.
Divide into small groups. Ask teams to come up with 3-5 behavioral interviewing questions for their company’s core values and/or leadership principles. Get back together, review, and comment on the questions.
14:00 - 16:30
Annual Operating Planning.
We will describe how to effectively develop annual operating plans at the company, business unit, and functional organizational level. A good operating plan results in companywide alignment on metrics, initiatives, resources, and (as needed) organizational structure/leadership.
16:30 - 18:00
Monthly and Quarterly Business Reviews.
We’ll cover how MBRs and QBRs can be used to measure progress against your Annual Operating Plan and know when to make a course-correction.
Instructor: Colin Bryar
Local: Herdade Caçabrava, Tomar
09:00 - 10:30
Manage Your Inputs, Not Your Outputs.
Discovering and establishing the right collection of output and input metrics to set goals, guide activity, and measure progress. Identifying and focusing on controllable customer-facing input metrics yield small wins, which, compounded over time, are transformational.
10:30 - 13:00
Input Metrics Breakout Session.
Divide into small groups. Ask teams to start with one or more of their company’s output metrics and generate a comprehensive list of input metrics. Get back together as a group. Have teams present their input metrics and discuss/give feedback.
14:00 - 15:00
The Weekly Business Review.
This module is a deep dive into output and input metrics covering all business units, the customer experience, financial results, and critical operational metrics from all functions. We go into greater depth (than in WB) on the nuts and bolts of building a WBR. This will include detailed explanations of how the report should be built (and how not to do it).
15:00 - 16:00
Initiatives and Innovation.
Most companies we’ve observed have many more ideas than they can implement. Yet they also lack a formal, efficient process for identifying the best ideas, improving them from their original state, and deciding which ones to greenlight. Developing, iterating, debating, and aligning on a prioritized list of new initiatives that will deliver the greatest impact using PR/FAQ. This chapter will describe how this process fits within the OP planning cycle and the OC.
16:00 - 17:00
Wrap Up and Closing Thoughts.
Develop and action plan for:
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What you’ll share with your leadership team
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What you do in the next 30-90 days
Instructor: Colin Bryar
Local: Herdade Caçabrava, Tomar
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