Is Amazon Unstoppable?

Amazon is one of the wealthiest and most powerful corporations on the planet. But just how powerful is it, and how exactly did it get there in just under two and a half decades? To fully understand the company’s trajectory, and what it’ll mean for future antitrust regulation, I recommend reading former New York Times reporter Charles Duhigg’s new profile of the company, published in The New Yorker this morning. It’s aptly titled “Is Amazon Unstoppable?”

It features an exhaustive collection of intricate details about the company’s operations and history, combined with smart analysis and some telling on-the-record and anonymous quotes from current and former executives. But primarily, Duhigg explores the scary notion that Amazon may be impossible to rein in, whether through regulation or standard capitalist competition.

(Interestingly, it pairs nicely with this feature in The Atlantic published today titled, “Jeff Bezos’s Master Plan,” which takes a more personal look at the upbringing and beliefs of the enigmatic CEO; Bezos declined to be interviewed for both articles. It ends on a particularly chilling kicker that everyone should read.)

“Is Amazon Unstoppable?” smartly starts from a position of praise. It follows Ian Freed, an early Amazon employee who helped oversee the company’s Kindle, Fire Phone, Fire TV, and Alexa and Echo projects. One particularly interesting anecdote is how Freed’s failure with the Fire Phone gave birth to Amazon’s far grander ambitions in the artificial intelligence and smart home markets.

One of Freed’s standout ideas was a feature that would let you, using your voice, ask your phone to play a song. The feature became the foundation for Alexa and the Echo speaker, and Freed was given a substantial budget from Bezos himself to build the technology in house, instead of licensing it from a third-party company, as was the case with the Fire Phone.

The results have been staggering: Alexa is now in tens of millions of homes around the world, and it underpins Amazon’s continued expansion into the smart home and appliance markets. Alexa has also made Amazon a major player in artificial intelligence. Freed’s other successes have similarly helped Amazon dominate the market for e-readers and ebooks and digital set-top boxes and streaming devices. “No other tech company does as many unrelated things, on such a scale, as Amazon,” Duhigg writes.

But Duhigg’s examination of Freed — how passionate he was about Amazon’s internal company culture and how his dedication to Bezos’ infamous “Leadership Principles” gave birth to world-changing ideas and products — transitions to a more sinister look at the cost of Amazon’s growth. It’s here that the article’s main theme shines through. What, if anything, can stop a company that’s expanded this far and in such a short time, and how do we begin to calculate the damage left in its wake?

The article clocks in at more than 14,000 words, and it includes a thorough examination of all of the company’s most high-profile controversies that lays out with clinical precision the case against Amazon from the perspective of its fiercest critics. But it’s well worth every sentence to understand the breadth of Amazon’s business and what it could spell not just for the future of American commerce, but the dozens of other industries and product categories Amazon now engages in.

Is Amazon Unstoppable?

Politicians want to rein in the retail giant. But Jeff Bezos, the master of cutthroat capitalism, is ready to fight back.

By Charles Duhigg October 10, 2019

from  https://www.newyorker.com/magazine/2019/10/21/is-amazon-unstoppable

 

In 2017, a few months after Forbes named Jeff Bezos, the founder of Amazon, the world’s richest man, a rumor spread among the company’s executives: Bill Gates, the former wealthiest person on earth, had called Bezos’s assistant to schedule a lunch, asking if Tuesday or Wednesday was available. The assistant informed Bezos of the invitation, and told him that both days were open. Bezos, who had built an empire exhorting employees to be “vocally self-critical,” and to never “believe their or their team’s body odor smells of perfume,” issued a command: Make it Thursday.

Bezos’s power play was so mild that it likely wasn’t noticed by Gates, but within Amazon the story sparked a small panic (and, later, an official denial). Such a willful act of vanity felt like a bad omen. At Amazon’s headquarters, in Seattle, the company’s fourteen Leadership Principles—painted on walls, posted in bathrooms, printed on laminated cards in executives’ wallets—urge employees to “never say ‘that’s not my job,’ ” to “examine their strongest convictions with humility,” to “not compromise for the sake of social cohesion,” and to commit to excellence even if “people may think these standards are unreasonably high.” (When I recently asked various employees to recite the precepts, they did so with alarming gusto: “ ‘Frugality breeds resourcefulness, self-sufficiency, and invention!’ ”) A former executive said, “That’s how we earn our success—we’re willing to be frugal and egoless, and obsessed with delighting our customers.”

Amazon is now America’s second-largest private employer. (Walmart is the largest.) It traffics more than a third of all retail products bought or sold online in the U.S.; it owns Whole Foods and helps arrange the shipment of items purchased across the Web, including on eBay and Etsy. Amazon’s Web-services division powers vast portions of the Internet, from Netflix to the C.I.A. You probably contribute to Amazon’s profits whether you intend to or not. Critics say that Amazon, much like Google and Facebook, has grown too large and powerful to be trusted. Everyone from Senator Elizabeth Warren to President Donald Trump has depicted Amazon as dangerously unconstrained. This past summer, at a debate among the Democratic Presidential candidates, Senator Bernie Sanders said, “Five hundred thousand Americans are sleeping out on the street, and yet companies like Amazon, that made billions in profits, did not pay one nickel in federal income tax.” And Steven Mnuchin, the Treasury Secretary, declared that Amazon has “destroyed the retail industry across the United States.” The Federal Trade Commission and the European Union, meanwhile, are independently pursuing investigations of Amazon for potential antitrust violations. In recent months, inquiries by news organizations have documented Amazon’s sale of illegal or deadly products, and have exposed how the company’s fast-delivery policies have resulted in drivers speeding down streets and through intersections, killing people. Company insiders were accustomed to complaints from rivals at book publishers or executives at big-box stores. Those attacks rarely felt personal. Now, a recently retired Amazon executive told me, “people are worried—we’re suddenly on the firing line.”

Amazon executives were also concerned about dramatic changes within the company. In 2015, Amazon had roughly two hundred thousand employees. Since then, its workforce had nearly tripled. Bezos, now fifty-five, had transformed as well, from a pudgy bookseller with an elephant-seal laugh to a sleek, muscled mogul whose empire included a television-and-movie studio. (Bezos declined to be interviewed for this article.) Amazon executives comforted themselves with the thought that, even if the story about the Bill Gates lunch was true, at least their boss wasn’t reckless, like, say, Elon Musk or Travis Kalanick or Adam Neumann. Many admired Bezos’s dedication to his wife and children, and saw it as an embodiment of the company’s integrity. Still, they whispered, what if his flywheel has gone off track?

The notion of the flywheel—the heavy disk within a machine that, once spinning, pushes gears and production relentlessly forward—is venerated within Amazon, as Ian Freed learned on his first day of work, in 2004. Freed had initially glimpsed the power of the Internet as a Harvard student, when he guessed an e-mail address in Indonesia that led him to strike up a correspondence with the country’s minister of telecommunications. After graduating, Freed built computer networks in Russia and drafted policy papers for the World Bank and the United States Agency for International Development. He felt that every organization he advised failed to take advantage of all the opportunities created by the Internet. He moved to the West Coast, where he became an expert in streaming networks. Then he joined Amazon, as a director of its fledgling mobile-services team. During an orientation that included a warehouse stint unloading boxes of shampoo and stocking shelves with toothpaste, he realized that people at the company saw things in a fundamentally different way.

Most firms have a mission statement that even the C.E.O. has trouble remembering. Amazon employees, Freed discovered, studied the Leadership Principles like Talmudic texts. During his first few years, he occasionally pulled colleagues, and even Bezos, aside to ask questions. What, for example, does “leaders are right a lot” really mean? Bezos explained, “If you have a really good idea, stick to it, but be flexible on how you get there. Be stubborn on your vision but flexible on the details.” Executives at other companies tended to lay out definitive plans. But Bezos urged his people to be adaptable. “People who are right a lot change their mind,” he once said. “They have the same data set that they had at the beginning, but they wake up, and they re-analyze things all the time, and they come to a new conclusion, and then they change their mind.” Freed often felt an impulse to answer his subordinates’ questions, but at Amazon leaders are encouraged to let team members puzzle out problems on their own.

About a year after joining the company, Freed became Bezos’s technical assistant, which gave him entrée to almost any meeting and provided a deep education in the company’s culture. Amazon’s internal processes were “mechanisms,” Freed learned, as in “What’s the mechanism for talking to the press?” Executives were expected to reduce “complexifiers,” and someone who failed to suggest ways to simplify a process might be interrupted by Bezos asking, “Are you lazy or just incompetent?”

The Leadership Principles were never paraphrased; when a question over wording arose, the laminated cards were often whipped out. PowerPoint was discouraged. Product proposals had to be written out as six-page narratives—Bezos believed that storytelling forced critical thinking—accompanied by a mock press release. Meetings started with a period of silent reading, and each proposal concluded with a list of F.A.Q.s, such as “What will most disappoint the customer on the first day of release?”

Tech companies are often profligate, but Amazon had an ethic of thrift. Freed learned to anticipate the eye rolls that greeted new employees who printed on just one side of paper, or the admonishment coming to anyone who wanted to book a business-class seat. Whenever Amazon moved to new offices, Bezos had them furnished with cheap desks made from wooden doors. Whereas other tech companies supplied employees with an array of free meals and snacks, Amazon offered only coffee and bananas. (In a statement, Amazon said that it is “frugal on behalf of our customers.”)

Freed and other Amazonians were delighted by the company’s quirks. Bezos amused his colleagues when he humble-bragged about being such a sci-fi nerd that he owned a Jean-Luc Picard uniform from “Star Trek: The Next Generation.” And staffers loved it when Amazon offered a promotion, known as Share the Pi, in which customers were given a discount of 1.57 per cent (3.14 divided by two). When Amazon leaders joined the low-carb craze, they ended meetings debating the finer points of ketosis, and raced one another up the stairs. It wasn’t fair to call Amazon a cult, but it wasn’t entirely unfair, either. “We never claim that our approach is the right one,” Bezos wrote, in a 2016 letter to shareholders. “Just that it’s ours.”

Above all, Freed loved Amazon’s focus on spinning its flywheels faster, and finding new markets where they could whirl. “Amazon’s culture is designed to prevent bureaucracies,” he told me. “Everything Jeff does is to stop a big-company mentality from taking hold, so that Amazon can continue behaving like a group of startups.” Among the worst sins was doing anything that slowed the company down. (As the Leadership Principles put it, “Speed matters.”) Freed was soon assigned to help oversee the creation of a new e-reader, the Kindle. His team expanded quickly (“Hire and Develop the Best”), came up with dozens of concepts and prototypes (“Invent and Simplify”), and, in just a few years, delivered a device of startling simplicity and elegance. When the Kindle was launched, in 2007, it sold out in less than six hours, and soon became one of the most popular gadgets of the past quarter century.

As Freed learned, it was also fine to stumble at Amazon, as long as the experience yielded strategic insight. After overseeing the Kindle, Freed was asked to help lead a team developing the company’s first smartphone. Bezos had become enamored of a sophisticated display that approximated 3-D. For four years, Freed oversaw a group that grew to a thousand employees, and spent more than a hundred million dollars. But when the Amazon Fire Phone was released, in 2014, it was a flop. No matter: when Freed had presented an early prototype of the phone’s software to Bezos, he’d shown him how it included voice recognition that could hear, and then play, any popular song whose title a user said aloud. “I can ask for any song?” Bezos asked. “What about ‘Hotel California’?” The tune began playing. “This is fantastic,” he said.

A few days after that presentation, Bezos asked Freed to help build a cloud-based computer that responded to voice commands, like the one in “Star Trek.” Freed started amassing a team that eventually reached two hundred people, and was given a fifty-million-dollar budget. The Fire Phone’s voice-recognition technology had been licensed from another firm, and wasn’t an exact fit for what Amazon was seeking. So Freed and his team hired speech scientists and artificial-intelligence experts, and created new software that could comprehend someone from Louisiana as well as someone from Liverpool—and distinguish the babble of a toddler from parents talking with food in their mouths. The team chose a name (and a “wakeup” word) for the device by considering hundreds of possibilities, before landing on Alexa—a name that was sufficiently familiar yet unusual enough to avoid too many accidental commands. Just four months after releasing the disastrous Fire Phone, Freed revealed the Echo, a voice-activated speaker that can tell you the weather, compile a grocery list, remind you to take a pie out of the oven, and play “Hotel California.” The initial price was a hundred and ninety-nine dollars. Today, you can buy one for half that, and fifty million homes have them.

Around the time of the Echo’s launch, Amazon wrote off more than a hundred and seventy million dollars in costs associated with the Fire Phone. Bezos told Freed, “You can’t, for one minute, feel bad about the Fire Phone. Promise me you won’t lose a minute of sleep.” By 2015, Freed was a vice-president and Amazon was the most valuable retailer in the world.

Identifying and building flywheels became second nature to Freed. When a junior executive came by his desk with an idea—“What if we made a streaming device that you could plug into a television?”—Freed invited him to lunch, coached him through writing a mock press release, and took him to pitch the idea to Bezos. They reminded Bezos that, with existing streaming devices, searching for content was difficult. “It’s really hard to type ‘Gene Hackman movies from the nineteen-seventies’ when you’re using a remote control,” Freed explained. Amazon’s product, he said, would allow customers to simply say what they wanted to watch. The flywheel began spinning. If Amazon sold a streaming device, it could collect more data on popular shows; if Amazon had that data, it could begin profitably producing its own premium movies and television series; if Amazon made that content free for Prime members—customers who already paid ninety-nine dollars per year for two-day delivery—then more people would sign up for Prime; if more people signed up for Prime, the company would have greater leverage in negotiating with UPS and FedEx; lower shipping costs would mean bigger profits every time Amazon sold anything on its site. The Amazon Fire TV, as the device was named, soon became one of the most popular streaming devices on the planet. Amazon Studios began producing premium shows, and before long it had won two Oscars for “Manchester by the Sea” and eight Emmys for “The Marvelous Mrs. Maisel.” In 2017, the number of Amazon Prime subscribers surpassed a hundred million.

Although Freed was thriving at Amazon, he could see that there was something dizzying about its flywheel mentality. “It was hard,” he said. “That’s the culture—do whatever it takes, even if it seems impossible.” Amazon’s obsession with expansion made it the corporate equivalent of a colonizer, ruthlessly invading new industries and subjugating many smaller companies along the way. In 2006, the company had launched Fulfillment by Amazon, an initiative in which outside sellers—everyone from mom-and-pop venders to major Chinese manufacturers—housed inventory inside Amazon’s giant warehouses and paid a fee for Amazon to handle logistics, such as packing and shipping products and fielding customer-service calls. Companies enrolled in Fulfillment by Amazon often appeared in the Buy Box, the top search listing on Amazon.com. To participate, many venders had to pay about two dollars per item. They also had to let Bezos collect valuable data on which products were becoming popular and which companies were having trouble satisfying demand. Soon, some venders felt as though they had to participate in Fulfillment by Amazon; they couldn’t otherwise attract much attention on Amazon.com, or ship products inexpensively enough to compete with rivals.

Today, Amazon.com lists more than three hundred and thirty million products sold by other companies. Scott Needham, whose company, BuyBoxer, sells about seventy thousand products on Amazon, ranging from toys to sporting goods, paid the company roughly twenty million dollars in fees last year. “There’s really no other choice,” Needham said. “There’s a lot of things I don’t like about Amazon, but that’s where all the customers are.” Recently, the U.S. House of Representatives and the European Union began scrutinizing Fulfillment by Amazon and similar programs, out of concern that they impede competition. “Amazon is the gatekeeper,” Needham said. “It makes all the rules.”

Tim Wu, a law professor at Columbia, said, “Amazon is a microeconomist’s wet dream. If you’re a consumer, it’s perfect for maximizing the efficiency of finding what you want and getting it as cheap and fast as possible. But, the thing is, most of us aren’t just consumers. We’re also producers, or manufacturers, or employees, or we live in cities where retailers have gone out of business because they can’t compete with Amazon, and so Amazon kind of pits us against ourselves.”

Freed loved how things whizzed along at Amazon headquarters, but he understood that the “Speed matters” credo meant something different at the warehouses. “Is it the role of a company to only do what’s best for shareholders?” he asked me. “Yes, shareholders are critical, but it’s also important to understand the impact on employees.” More than a hundred thousand people work at Amazon’s fulfillment centers, and nearly everything they do is digitally tracked and evaluated, meaning that if someone falls behind—even for just a few minutes—it can be grounds for reprimand. Many employees carry handheld scanners that deliver a constant stream of instructions, such as a countdown clock detailing how many seconds remain until the next item must be plucked from a shelf. Workers can walk more than fifteen miles a day, and their breaks, including trips to the bathroom, are brief and closely measured. A company document explains, “Amazon’s system tracks the rates of each individual associate’s productivity and automatically generates any warnings or terminations regarding quality of productivity without input from supervisors.” A former warehouse employee told me that she knew of people who got fired largely “because they were too old, or their knees started acting up, or they just had a bad week.” She added, “Managers are always vague about what will get you fired, which creates this paranoia.” Employees, she said, sometimes ask questions about “what exactly will get them fired, and the responses are so vague that you basically know that if you’re not constantly moving, you’re probably gone.” Employees line up at vending machines that dispense free over-the-counter painkillers. For years, some Amazon warehouses lacked sufficient air-conditioning; this changed only after reports emerged, in 2011, of workers passing out and requiring emergency medical treatment for heat-related problems.

William Stolz, who has worked for two years at an Amazon warehouse in Shakopee, Minnesota, told me that he’s expected to grab an item every eight seconds, and has seen co-workers injure their wrists, knees, shoulders, and backs by repeatedly kneeling, or by rushing up and down ladders. “There’s a constant pressure to hit your numbers,” he said. If you get four writeups within ninety days for falling below the expected productivity rate, you will be fired. Stolz said, “I’ve seen people who aren’t even thirty years old get injuries they’re going to have for the rest of their lives, but whenever we ask for the speed of work or the repetitive motions to be changed we’re told that’s not going to happen.”

When Safiyo Mohamed moved from Somalia to Minnesota, in 2016, at the age of twenty-two, she found work at the Shakopee warehouse, sorting products and moving boxes on and off conveyors. The job was taxing and the pressure relentless, she said. One day, when she picked up a heavy box, she tore an intervertebral disk in her back. The pain was excruciating, but Amazon didn’t offer her time off; her managers seemed not to care. “If you can’t work all the time, you are nothing to them,” she said. A doctor told her that the injury was pinching a nerve, and that the discomfort might never abate. She quit Amazon, and got an office job that allows her to pause, or stretch, when her back hurts. “How am I going to have a baby when I can’t pick him up, when I’m worried about being pregnant?” Mohamed said. “I’m so angry. Amazon doesn’t want humans, they want robots. I will have this forever because of them. They don’t care at all.”

At Amazon’s corporate headquarters, many executives’ performances are similarly quantified and ranked. “It can be a hard place for women,” a former executive told me. “If you have a kid, it’s a disadvantage to your career, unless your husband is the primary parent.” (Amazon said, in a statement, that it “disagrees strongly with this perspective,” and noted that it offers twenty weeks of paid parental leave.) A former senior female executive told me she counselled younger colleagues that “it’s not the company’s job to create a work-life balance—it’s your job,” adding, “The idea of a company as a caretaker is not our culture.” There is only one woman on Amazon’s S-Team, the group of eighteen executives who largely run the firm. The lack of female representation is a sensitive topic at the company. A current high-ranking executive told me, “I’m not sure it would be any different for a woman at an investment bank or a big law firm. The pace is fast, yes, and it’s not for everyone or every stage of life, but these are highly compensated people who know they can easily get other jobs. No one works at Amazon—at least, in corporate—unless they want to.”

Amazon argues that criticisms of working conditions in its warehouses are unfair. Dave Clark, the senior vice-president for worldwide operations, told me that work expectations at its facilities “are very achievable for folks.” He said that the company has increasingly automated its warehouses, to ease physical tasks. “We make mistakes,” Clark said. “And, when we do hear about it, we learn from it, and we go out and fix it.” Amazon pays all U.S.-based employees at least fifteen dollars an hour—more than the minimum wage in many places—and full-time warehouse workers have access to the same health and retirement plans as executives. A company statement noted that workers at Amazon begin and end every shift with a short meeting and a group stretching session; it also said that employee performance is evaluated over extended periods, noting, “We would never dismiss an employee without first ensuring that they had received our fullest support, including dedicated coaching.”

Many Amazon executives have become defensive about the fact that even centrist politicians like Joe Biden see the company as a symbol of capitalism gone awry. (On Twitter, Biden recently said of Amazon, “No company pulling in billions of dollars of profits should pay a lower tax rate than firefighters and teachers.”) Jeff Wilke, one of Bezos’s top lieutenants, told me that Amazon “tries to be a good corporate citizen,” and added, “We’ve built a for-profit enterprise that is improving the lives of customers and taking great care of employees. There’s a lot to be proud of.” The company, he said, has committed to spending seven hundred million dollars to train its workers in such subjects as coding and robotics. One senior Amazon executive said of its warehouses, “It’s a hard economy for people without college degrees right now. We can’t run a philanthropy, but we’re trying to be the best of those bad kinds of jobs.” Another top executive suggested that Amazon was merely a cog in the American economic machine—and inevitably reflected how contemporary inequality had created winners and losers. “We’re doing what we can,” he said. “But ultimately this is a problem only the government can really solve—by changing how the economy works.”

Amazon has always been unabashed about being a cutthroat competitor. When the company started, in 1995, with fewer than a dozen employees, Bezos considered naming it Relentless. (The company still owns the URL for relentless.com—it redirects you to Amazon.com.) Amazonians know that outsiders want them to change, but listening to outsiders is not one of the Leadership Principles. One executive told me, with barely suppressed resentment, “What has made us great for so long is suddenly being seen as something we ought to be ashamed of!”

In 1913, an employee of the Ford Motor Company went to the Swift & Co. meatpacking plant, in Chicago, to study how hogs moved through the facility on conveyor belts while butchers stayed in place, making the same cut again and again. Someone prepared the carcass; another person cut the left haunch; another was responsible for incisions along the shoulder. The knives never stopped moving as the animals sped through the plant. When the Ford employee returned to headquarters, he told his colleagues, “If they can kill pigs and cows that way, we can build cars that way.” The man’s boss, Henry Ford, a lifelong tinkerer, had developed a radical new product: an automobile, with an inexpensive internal-combustion engine, that could be manufactured in a couple of days and sold for less than a thousand dollars. When Ford managers heard about the meatpacking plant, they began work on another major innovation: the mechanized assembly line. Within four years, Ford’s plants could manufacture a car in less than two hours and sell it for about four hundred dollars.

In 1918, a man named Alfred P. Sloan began working as an executive at a much smaller company, General Motors. Sloan wasn’t especially interested in automobiles. He loved making money—and figuring out how to manage people in order to make profits grow faster. Once installed at G.M., Sloan staged a coup by way of a memo, “Organization Study,” which eventually reoriented the firm around himself and a set of foundational credos that included five “objectives.” A chart of eighty-nine boxes connected by a blizzard of lines mapped out each executive’s place in the hierarchy. It was the first org chart of its kind. Sloan’s theory was that G.M. could codify the processes that delivered information up to headquarters and guidance down to managers. “If the whole General Motors central organization should be hit by an atomic bomb, Pontiac could go on just exactly the same,” Sloan boasted to a reporter. Soon, the company had standard procedures for budgeting, hiring, firing, prototyping, promoting, and resolving disputes. Within this rigid framework, executives were given the freedom to be creative; G.M. essentially became the first company to segment the automobile market, selling Chevrolets to the middle class and Cadillacs to the wealthy.

When Sloan joined the company, G.M. was on the verge of bankruptcy. Within a decade, it had outpaced Ford, becoming the nation’s largest carmaker, and for the next eighty years it dominated the auto business and, eventually, a wide variety of other industries. Sloan’s systems made G.M. one of the country’s biggest loan financiers and a powerful real-estate investor, and placed it among the largest manufacturers of refrigerators, industrial magnets, home appliances, aeronautic equipment, military gear, and medical equipment. In 1952, G.M. made the first mechanical heart. Sloan launched a sophisticated corporate polling division—another first—that uncovered customer tastes that other companies had overlooked; the R. & D. department used this information to create new products. The same playbook that dreamed up Cadillac’s space-age tail fins was soon designing sleek Frigidaire iceboxes. G.M., in other words, was adept at creating flywheels. It sold plenty of cars, but, unlike Ford, it wasn’t a product company—it was a process company.

Silicon Valley is filled with product companies. Google invented two products—a spectacular search engine and a set of algorithms for matching people’s online behavior to ads—that today deliver eighty-five per cent of its revenue. Facebook invented (and acquired) addictive social-media products and then basically imitated Google’s ad-matching algorithms, and gets ninety-eight per cent of its revenue from those products.

Amazon is a process company. Last year, it collected a hundred and twenty-two billion dollars from online retail sales, and another forty-two billion by helping other firms sell and ship their own goods. The company collected twenty-six billion dollars from its Web-services division, which has little to do with selling things to consumers, and fourteen billion more from people who sign up for such subscription services as Amazon Prime or Kindle Unlimited. Amazon is estimated to have taken in hundreds of millions of dollars from selling the Echo. Seventeen billion came from sales at such brick-and-mortar stores as Whole Foods. And then there’s ten billion from ad sales and other activities too numerous to list in financial filings. No other tech company does as many unrelated things, on such a scale, as Amazon.

Amazon is special not because of any asset or technology but because of its culture—its Leadership Principles and internal habits. Bezos refers to the company’s management style as Day One Thinking: a willingness to treat every morning as if it were the first day of business, to constantly reëxamine even the most closely held beliefs. “Day Two is stasis,” Bezos wrote, in a 2017 letter to shareholders. “Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day One.”

For many entrepreneurs, Amazon has been a godsend. David Ashley, who sells handcrafted address signs from Jackson, Mississippi, told me, “We probably wouldn’t be in business without Amazon.” The 2008 recession almost killed Ashley’s small company. Then he began selling his signs on Amazon and discovered that—for forty dollars a month and fifteen per cent of each sale—Amazon would handle such tasks as processing credit-card transactions, identifying potential customers, and helping to insure that products were delivered on time. “But the biggest thing is that people trust Amazon,” Ashley said. “And so they trust us.” More than 1.9 million small businesses in the United States take advantage of Amazon’s services. Last year, nearly two hundred thousand sellers earned at least a hundred thousand dollars each on the site.

Other retailers, however, don’t share Ashley’s enthusiasm. When David Kahan became the chief executive of Birkenstock Americas, in 2013, he began to discover how thoroughly Amazon had changed his industry. Kahan had started his career as a shoe salesman at Macy’s; he went on to become a sales manager at Nike and, eventually, a top executive at Reebok. Birkenstocks have been made by hand, in Germany, for two hundred and forty-five years—thirty-two workers touch every pair. When Kahan became C.E.O., Amazon was among the company’s top three shoe sellers. “They sold millions of dollars’ worth of our shoes,” Kahan told me. “But during my first year I was sitting in my office, where I can hear the customer-service department, and we were getting a flood of people saying their shoes were falling apart, or they were defective, or they were clearly counterfeits, and, every time the rep asked where they had been purchased, the customer said Amazon.”

“They sold millions of dollars’ worth of our shoes,”

Kahan investigated, and found that numerous companies were selling counterfeit or unauthorized Birkenstocks on Amazon; many were using Fulfillment by Amazon to ship their products, which caused them to appear prominently in search results. “We would ask Amazon to take sellers down—or, at least, tell us who is counterfeiting—but they said they couldn’t divulge private information,” Kahan told me.

Kahan also discovered that Amazon had started buying enormous numbers of Birkenstocks to resell on the site. The company had amassed more than a year’s worth of inventory. “That was terrifying, because it meant we could totally lose control of our brand,” he said. “What if Amazon decides to start selling the shoes for ninety-nine cents, or to give them away with Prime membership, or do a buy-one-get-one-free campaign? It would completely destroy how people see our shoes, and our only power to prevent something like that is to cut off a retailer’s supply. But Amazon had a year’s worth of inventory. We were powerless.”

Kahan spent months trying to negotiate with Amazon executives in Seattle. At the Birkenstock Americas office, in Marin County, California, he and his deputies would spend hours preparing arguments about why stopping unauthorized sellers would help Amazon’s customers, and then they’d crowd around Kahan’s desk and turn on the speakerphone. Sometimes the Amazon executives would let them go on; other times, they’d cut them off midsentence. It wasn’t Amazon’s place to decide who could and couldn’t sell on the site, the executives explained, as long as simple guidelines were met. “They basically didn’t care,” Kahan said. “We’re just one company, and there’s millions of companies they deal with every day. But this is the biggest thing on earth for us. Amazon is the shopping mall now, and, normally, if you open a store in a shopping mall, you can expect certain things—like the mall operator will clean the hallways, and they’ll make sure Foot Locker isn’t right next door to Payless, and if someone sets up a kiosk in front of your store and starts selling fake Air Jordans, they’ll kick them off the property.” He continued, “But Amazon is the Wild West. There’s hardly any rules, except everyone has to pay Amazon a percentage, and you have to swallow what they give you and you can’t complain.”

Hundreds of other companies have told Amazon about counterfeiting or what they see as unfair competition—some of it generated by Amazon itself. In the early two-thousands, a San Francisco firm named Rain Design began selling an aluminum laptop stand that had a graceful curve, and it became an unexpected best-seller on Amazon. Amazon then released its own stand, with a nearly identical design, under the brand AmazonBasics, at half the price. Rain Design’s sales fell. In 2016, Williams-Sonoma had started selling a low-backed mid-century-modern chair called the Orb. A year later, Amazon released an almost identical chair, which they also called the Orb. Last December, Williams-Sonoma filed a lawsuit claiming that “Amazon has unfairly and deceptively engaged in a widespread campaign of copying.” Earlier this year, a judge denied Amazon’s motion to dismiss the case, ruling that the company might be “cultivating the incorrect impression” that ersatz products were authorized by Williams-Sonoma.

Critics say that Amazon uses the torrent of data it collects each day—how long a customer’s cursor hovers over various products, how much of a price drop triggers a purchase—to divine which products are poised to become blockbusters, and then copies them. In July, the E.U. announced an investigation into whether Amazon uses “sensitive data from independent retailers who sell on its marketplace” to unfairly promote its own goods, or to create imitation products. Europe’s top competition regulator, Margrethe Vestager, told me that Amazon is “hosting thousands and thousands of smaller businesses, but at the same time it is a competitor to them.” She added, “This deserves much more scrutiny.”

In a statement, Amazon said that many other retailers also produce their own versions of best-selling items, that such goods make up only one per cent of Amazon’s sales, and that Rain Design’s stands continue to sell well, despite competition from Amazon’s stand—which, it insists, isn’t a replica. The company added that it does not use “data about individual sellers to decide which products to launch.” (Company insiders, however, told me that Amazon does use aggregate data from multiple sellers to make such decisions.)

Kahan, of Birkenstock, eventually decided to take extreme measures. He announced that his firm would no longer sell shoes on Amazon, and he sent a letter to retailers declaring that if they listed Birkenstock products on Amazon they would be “severing” their “relationship with our company.” According to Kahan, Amazon began contacting authorized retailers, inviting them to sell their supply of Birkenstocks to the site. Kahan wrote to his retailers, “To me, the solicitation is quite frankly a ‘wolf in sheep’s clothing.’ . . . I take their desperate act as a personal affront and as an assault on decency. . . . Amazon can’t get Birkenstock by legitimate means so why not dangle a carrot in front of retailers who can make a quick buck.”

Kahan’s outrage hardly mattered. Today, despite Birkenstock’s refusal to do business with Amazon, there are numerous resellers—some overseas, others with names that obscure their true identities—offering Birkenstocks on Amazon. Kahan has no idea who these resellers are, and Amazon won’t tell him. Birkenstock requires authorized retailers to charge roughly a hundred and thirty-five dollars for its classic Arizona sandal. On October 8th, Arizonas were going on Amazon for as little as fifty dollars—which is great for customers looking for cheap shoes but potentially disastrous for Birkenstock, which relies on those higher prices to pay for marketing, product design, and the salaries of customer-service employees (who replace defective shoes for free).

Amazon says that it has spent hundreds of millions of dollars on anti-counterfeiting efforts, including machine-learning technology that identifies suspicious items. Nevertheless, the site remains full of dubious products. A recent investigation by the Wall Street Journal identified thousands of products for sale on Amazon that “have been declared unsafe by federal agencies, are deceptively labeled or are banned by federal regulators,” including children’s toys containing dangerous levels of lead. Many of these products were shipped from Amazon warehouses, some through the Fulfillment by Amazon program. And Birkenstock’s customer-service department still gets calls from customers who bought fake sandals on Amazon and expect Birkenstock to provide a refund.

Amazon says that it cannot accommodate the demands of Birkenstock and other companies that wish to “limit availability of competitively priced products.” In a statement, Amazon said that it is not its role to decide who is, and is not, authorized to sell various items. Amazon isn’t a mall, a current executive told me. He described it as a Web site that offers unlimited shelf space for an almost unlimited number of products and sellers. Some might call this a platform. Other tech giants, such as Facebook and Twitter, describe themselves as platforms, partly as a way of justifying spotty oversight of their sites.

Kahan told me that, with the rise of Amazon, the give-and-take that has long undergirded the retail economy has become lopsided in a titan’s favor. “Capitalism is supposed to be a system of checks and balances,” he said. “It’s a marketplace where everyone haggles until we’re all basically satisfied, and it works because you can always threaten to walk away if you don’t get a fair deal. But when there’s only one marketplace, and it’s impossible to walk away, everything is out of balance. Amazon owns the marketplace. They can do whatever they want. That’s not capitalism. That’s piracy.”

On January 7, 2019, as public criticism of Amazon’s excesses grew louder, Jeff Bezos received an e-mail from Dylan Howard, the chief content officer of American Media, the parent company of the National Enquirer. “I write to request an interview with you about your love affair,” the message began. Howard then asked dozens of questions about Bezos’s involvement with Lauren Sanchez, a helicopter pilot who had founded a company, Black Ops Aviation, that filmed promotional videos for Bezos’s rocket company, Blue Origin. Reporters for the Enquirer had been trailing Bezos and Sanchez for months, the e-mail indicated, photographing them in hotels and at airports, and compiling a dossier of trysts. Bezos and Sanchez were both married, and the Enquirer was prepared to expose it all.

Bezos and his wife, MacKenzie, a novelist, had been together for twenty-seven years. When executives went to their house for weekend meetings, it wasn’t unusual to see them reading the newspaper together or helping their kids with homework. “They seemed to have the perfect marriage,” a former Amazon executive told me. “I once saw them get out of the car at our holiday party, when they thought no one was looking, and hold each other’s hand. It was that kind of relationship, real inspirational. Like, if they could stay together and keep their family sane, with all the work and money and stress, then the rest of us could, too.”

Around the time that Bezos became the world’s richest man, his life style changed. He appeared on television at the Academy Awards. He bought a mansion in Beverly Hills, and he threw a party co-hosted by Matt Damon. He was following an intense weight-training and diet regimen. He was in Seattle less frequently, employees noticed, and he often attended events without MacKenzie. Now the Enquirer was accusing Bezos and Sanchez of hiding their assignations from MacKenzie and from Sanchez’s husband, Patrick Whitesell, a powerful talent agent whom Bezos had socialized with as Amazon expanded into Hollywood. A former American Media executive said of the Enquirer investigation, “It was a kind of weird story for us. Enquirer readers don’t really care about C.E.O.s. But everyone was all worked up and excited about it—cackling about blackmail and dick pics. It was like the unpopular kids had finally found something embarrassing about the quarterback.”

Two days after Bezos received Howard’s e-mail, he posted a message on Twitter. “We want to make people aware of a development in our lives,” he wrote, in a note co-signed by MacKenzie. “After a long period of loving exploration and trial separation, we have decided to divorce and continue our shared lives as friends.” Hours later, the Enquirer started publishing articles about the affair, making reference to “sleazy photos” and “X-rated selfies” exchanged by Bezos and Sanchez. The tabloid quoted some texts that he had sent her—“I want to smell you”—which suggested that his or her phone had been compromised. But the tabloid did not end up publishing racy photographs; it ran mundane images of Bezos and Sanchez, some of which had already appeared online. According to the former American Media executive, the publication might not actually have had explicit images. “If we had pics of Jeff Bezos’s dick, I would have seen them,” the former executive told me. “That’s standard operating procedure—you pass them around. But whenever I asked I was told, ‘Well, we don’t actually have them here right now.’ I was, like, ‘You’re bluffing the richest man in the world?’ ” (A representative of the Enquirer said that the publication had “acted lawfully and stands by the accuracy of its reporting.”)

Marriages break up all the time, yet many of Bezos’s colleagues felt disoriented by the fact that he had been so undisciplined as to let his personal life become tabloid fodder. “The basis of Jeff’s stature was a lot of things, but integrity was No. 1,” a former colleague told me. “The way he dealt with his family, and customers, and the people around him—that was at the core of why we respected him so much. And then this thing happened, and it was so hard to make that fit into the picture of the person we knew.” Even Bezos’s friends were concerned. “It was like Jeff had been abducted by aliens and replaced,” one told me. “It’d been going on for about a year—the bodybuilding stuff, and Hollywood, and just a big change in how he was—and then this came out, and I still don’t know how to process it.”

Once Bezos’s affair became public, more mainstream publications began digging around. When the Wall Street Journal prepared a story about how Bezos’s divorce might affect his company, Amazon’s P.R. department, which had been known for using mild language, responded acidly. The company’s communications and policy chief, Jay Carney, told the paper, “I didn’t realize the Wall Street Journal trafficked in warmed-over drivel from supermarket tabloids.” Meanwhile, Bezos launched an internal audit of his cell-phone data. If someone had gained access to his private texts, what else had been collected? E-mails? Business plans? Bezos ordered his personal head of security, the consultant Gavin de Becker, to scrutinize electronic records and to conduct interviews. Was the breach part of a sophisticated attack whose purpose was larger than simply to embarrass Bezos?

Bezos had plenty of enemies, and not just aggrieved companies like Birkenstock. For years, he had been battling various groups, from pro-union organizers to activists critical of Amazon’s tax practices, and some of the clashes had been nasty. Labor organizers had been a particular source of conflict. In 2000, when the Communication Workers of America tried to unionize four hundred of Amazon’s customer-service representatives in Seattle, the company closed down the call center where those employees worked, as part of what it said was a broader reorganization. In 2014, when a group of technicians at an Amazon warehouse in Delaware petitioned the National Labor Relations Board to allow them to vote on whether to unionize, Amazon hired a law firm that specialized in fighting organized labor, and held meetings warning that unionization could be bad for workers’ jobs. Employees voted against joining the union. According to the Times, when other workers in Delaware tried to unionize, their manager gave an emotional speech about his youth: after his father had died, steps from his front door, the union had offered no support. The speech apparently worked—employees did not authorize a union vote. After the speech, outside organizers found an obituary of the man’s father: he had been a partner at an insurance agency, not a union member, and had died while jogging, on vacation in South Carolina. After Amazon bought Whole Foods, in 2017, and workers began exploring unionization, store managers reportedly received a video explaining that “you might need to talk about how having a union could hurt innovation, which could hurt customer obsession, which could ultimately threaten the building’s continued existence.” The union push stalled.

Dave Clark, the senior vice-president for worldwide operations, told me that Amazon already provides many of the benefits that a union would demand, and so “there’s really no reason to put an interstitial layer between employees’ ability to directly come tell their manager that something is broken.” Amazon, in a statement, said that it complies with the National Labor Relations Act, and that any member of the public can sign up for a free tour of its warehouses. “Our direct connection with our people is the most valuable way to run the business,” Clark said. “It’s the fastest way to run the business. It’s the most innovative way to run the business.” He added, “I can’t see how unions add any value to our current operations.”

Groups unrelated to organized labor also had an incentive to embarrass Bezos. In 2018, when Seattle’s city council, facing a homelessness crisis, unanimously passed a measure that would have required the city’s largest companies to pay a tax of two hundred and seventy-five dollars per local worker to build homeless shelters and affordable housing, Amazon balked. The law would have initially cost Amazon less than twenty million dollars per year, at a time when its annual revenue exceeded two hundred and thirty billion dollars. Before it passed, Amazon announced that it had halted construction on a new tower in Seattle and was reconsidering an expansion into seven hundred thousand square feet that it had leased. A company spokesperson implicitly blamed the tax for these shifts, telling local reporters that Amazon was “apprehensive about the future created by the council’s hostile approach and rhetoric toward larger businesses.” Amazon donated twenty-five thousand dollars to No Tax on Jobs, a group opposing the initiative. The tax’s supporters pushed back, accusing Bezos and others of being “O.K. with the city having shantytowns and favelas,” but within a month the city council surrendered, and repealed the tax measure. “This is not a winnable battle at this time,” one councillor explained. “The opposition has unlimited resources.” Seattle’s homeless population rose four per cent that year. The city has the third-largest population of homeless residents in the nation.

Activists have also noted that Bezos is much less philanthropic than many of his peers. Among America’s top five billionaires, he is the only one who has not signed the Giving Pledge—a program, created by Bill Gates and Warren Buffett, that encourages the world’s wealthiest citizens to give away at least half their wealth.

Amazon, meanwhile, has drawn particular criticism for its approach to federal taxes. Financial filings show that Amazon likely paid no U.S. federal income tax in 2018. The company reported a negative federal-tax charge on $11.2 billion in profits, in part because it received tax benefits by paying employees in stock rather than in wages, giving it a $1.1-billion deduction, and because of research-and-development credits that yielded a four-hundred-and-nineteen-million-dollar tax break. Most large tech firms avail themselves of similar opportunities—and Amazon, unlike Apple or Google, doesn’t transfer profits to foreign countries, thus avoiding U.S. taxes. However, the company’s low reported tax bill has infuriated its detractors on the left. In one of several criticisms levelled at Amazon in a recent Democratic debate, Andrew Yang said that Amazon was closing “America’s stores and malls and paying zero in taxes while doing it.” (Amazon says that last year it paid $1.2 billion in income taxes globally, but declines to disclose how much it has paid in the U.S.)

Some of Bezos’s close friends and colleagues say that Amazon’s tightfistedness reflects his political leanings. “Jeff is a libertarian,” a close acquaintance, who has known Bezos for decades, told me. “He’s donated money to support gay marriage and donated to defeat taxes because that’s his basic outlook—the government shouldn’t be in our bedrooms or our pocketbooks.” One of Bezos’s earliest public donations was to the Reason Foundation, a libertarian think tank and publisher. In 2013, he bought the Washington Post and invested heavily in its editorial operations, which remain independent; the effort has helped restore the paper’s journalistic lustre (and expanded its readership). Yet he also froze the company’s pension plan—a move that offered no real financial benefit to Bezos, given that the plan was already significantly overfunded—leaving some Post employees with the prospect of fewer benefits when they retired. Fredrick Kunkle, a reporter who is part of the newsroom’s union leadership, said of Bezos, “He doesn’t think companies have obligations to employees beyond paying wages while they work.” Bezos’s close acquaintance agrees: “There’s an empathy gap there, something that makes it hard for him to see his obligations to other people. Seattle is filled with businesspeople—Gates and the Costco founders and the Boeing leadership—who have invested in this city. But the one time Amazon could have pitched in, on the homelessness tax, instead of taking the lead Jeff threatened to leave. It’s how he sees the world.”

Every billionaire has critics and enemies, but, when the Enquirer published Bezos’s secrets, people close to him wondered if the disclosure might be part of a gambit to embarrass him and weaken him at, say, the union bargaining table, or to force him to change his philanthropic habits. Such tactics have a surprising history of success. When Alfred Sloan and G.M. were fighting labor unions and tax foes, in the nineteen-thirties, the company’s critics began providing tabloids with photographs of G.M. executives enjoying their luxury sailboats and cavorting with showgirls. In 1936, the United Auto Workers staged a weeks-long sitdown strike in Flint, Michigan, and labor activists smuggled gossip about Sloan to reporters. Walter Lippman soon declared that Sloan was a “bungling” menace. When Sloan refused to meet with union representatives, the Secretary of Labor, Frances Perkins, took him to task publicly, yelling at him, “You are a scoundrel and a skunk, Mr. Sloan! You don’t deserve to be counted among decent men.” Soon afterward, G.M. agreed to recognize the union.

In 1937, the Treasury Secretary accused Sloan of “moral fraud”—“the defeat of taxes through doubtful legal devices.” Sloan insisted that he’d actually paid sixty per cent of his income from the previous year in taxes, and given half of what remained to charity, but the attack further blighted his reputation. Eventually, Sloan caved. He donated fifteen per cent of his wealth—the modern equivalent of a hundred and eighty million dollars—to fund the Alfred P. Sloan Foundation, and he eventually gave hundreds of millions of dollars more to universities and other organizations.

Bezos, who is reportedly worth a hundred and fourteen billion dollars, has so far donated less than three per cent of his wealth to charity. Three months after the homelessness-tax incident, he pulled a Sloan-like move: he announced the launch of a two-billion-dollar foundation named the Bezos Day One Fund. Since then, it has given grants to advocates for the homeless, and it is creating a network of Montessori-inspired preschools in low-income communities.

Fortunately for Bezos, the labor movement does not have as much power as it did in Sloan’s day. When, earlier this year, Amazon cancelled its plans to open a second headquarters, in New York City, in part because of disputes with local unions, some politicians, rather than attacking Amazon, blamed the unions for scuttling the deal. In an open letter, Governor Andrew Cuomo’s budget director wrote, “Some labor unions attempted to exploit Amazon’s New York entry. . . . The union that opposed the project gained nothing and cost other union members 11,000 good, high-paying jobs.” Amazon currently has more than a hundred and fifty warehouses, and many of them are in economically depressed areas, where employment is scarce and politicians and workers are less likely to complain. Emily Guendelsberger, a journalist who briefly worked in an Amazon warehouse in 2015, said, “People really want those jobs. It’s gruelling, miserable work—I was taking Advil like candy. But one woman told me she drove an hour each way because Amazon paid more than the pizza place in her home town.”

Some economists say that focussing on Amazon’s miserliness or on the conditions inside its warehouses obscures larger, more positive truths. Michael Mandel, an economist at the Progressive Policy Institute, told me, “These are hard jobs, no one disputes that. They are definitely harder than office jobs, and they are harder than working in a clothing store or at a movie theatre. But wages in clothing stores have been declining for forty years, and wages have also gone down in manufacturing, and what I see is Amazon creating tens of thousands of jobs that pay thirty per cent more than competitors, that offer real benefits, that help high-school graduates get skills they need. Eventually, workers will demand that Amazon’s pie gets divided more evenly. But the only reason we’re even having this conversation is because Amazon has been expanding the pie for the people left behind.”

Gavin de Becker concluded that the National Enquirer’s publication of Bezos’s personal data was indeed intended to serve political ends—but he didn’t blame Amazon’s critics on the left. De Becker began speaking with reporters, claiming that he had evidence that the Enquirer’s reporting was “politically motivated.” He eventually claimed that the exposé was related to Bezos’s ownership of the Washington Post.

In March, de Becker laid out his accusations in the Daily Beast. “Our investigators and several experts concluded with high confidence that the Saudis had access to Bezos’s phone, and gained private information,” de Becker wrote, alleging that there were links between the hacking and a conspiracy related to the 2018 murder of the Post columnist Jamal Khashoggi, inside a Saudi consulate in Turkey. “The Saudi government has been intent on harming Jeff Bezos since last October, when the Post began its relentless coverage of Khashoggi’s murder,” de Becker wrote. Now the Saudi government, with help from the Enquirer, was “trying to strong-arm an American citizen.” Precisely why the Saudis wanted Bezos’s selfies, and what they hoped to accomplish by passing them to a tabloid, de Becker did not say. (Nobody connected to the internal investigation would discuss in detail any of its findings.)

De Becker, in his article, pointed out that in recent years the Enquirer had become overtly political. It was so closely aligned with Donald Trump that, during the 2016 Presidential race, its publisher paid hush money to silence one of the candidate’s alleged mistresses. When the Enquirer’s stories on Bezos appeared, President Trump—who has accused Bezos of buying the Post to wield political influence and keep Amazon’s taxes low—tweeted, “So sorry to hear the news about Jeff Bozo being taken down by a competitor whose reporting, I understand, is far more accurate than the reporting in his lobbyist newspaper, the Amazon Washington Post.”

Reporters at mainstream publications found little evidence to substantiate de Becker’s claims. The Enquirer, which was having financial difficulties, was wary of getting drawn into a possibly expensive political fight. (It was easy to imagine subpoenas coming from Capitol Hill.) The publication strenuously denied de Becker’s accusations. The former American Media executive said, “We were hundreds of millions of dollars in debt, our hedge-fund owner was getting freaked out, and it was, like, what’s the endgame here? This had been a bad idea from the beginning. They wanted out.”

A representative of American Media sent a private communication to Bezos: if he would release a statement saying that he had “no knowledge or basis for the suggestion” that American Media’s “coverage was politically motivated or influenced by political forces,” American Media would agree “not to publish, distribute, share or describe unpublished texts and photos.” In a separate letter, Dylan Howard, the American Media chief content officer, described images that he claimed to have, among them a “below the belt selfie—otherwise colloquially known as a ‘d*ck pick.’ ” The company provided no evidence of having such photographs. (Their existence has never been verified.) “It would give no editor pleasure to send this email,” Howard wrote to Bezos’s representatives. “I hope common sense can prevail.”

Howard’s strategy backfired. Bezos posted the tabloid’s correspondence on the Web site Medium, alongside an open letter. “Rather than capitulate to extortion and blackmail, I’ve decided to publish exactly what they sent me, despite the personal cost and embarrassment they threaten,” he explained. (The letter was written by Bezos and edited by his lawyers.) “It’s unavoidable that certain powerful people who experience Washington Post news coverage will wrongly conclude I am their enemy. . . . If in my position I can’t stand up to this kind of extortion, how many people can? . . . I don’t want personal photos published, but I also won’t participate in their well-known practice of blackmail, political favors, political attacks, and corruption. I prefer to stand up, roll this log over, and see what crawls out.”

It was a brilliant act of jujitsu. For the first time in years, Bezos was widely hailed in the mainstream media. (A typical tweet was “Just in: Jeff Bezos’ dick pic reveals he has balls of steel.”) Meanwhile, reporting by the Wall Street Journal and other outlets offered a simpler explanation for the hacking: the purloined messages had come from Lauren Sanchez’s brother, Michael, a reality-television talent agent. The Enquirer had paid him two hundred thousand dollars for the texts. Michael Sanchez was a Trump supporter, and it was possible that the Enquirer had learned of the affair and had urged him to peek at his sister’s phone. De Becker, however, still believed that his boss was the victim of a plot, and said that he was forwarding his intelligence to federal officials. For most Americans, though, the mystery seemed solved: a tabloid, not for the first time, had paid for gossip.

Within six weeks, the owners of the Enquirer had announced its sale. Jeff and MacKenzie Bezos finalized their divorce in July, and she received a thirty-eight-billion-dollar settlement. Shortly afterward, she announced that she was signing the Giving Pledge.

Bezos’s personal tumult distracted Amazon’s leaders at a particularly fraught time. The company’s headlong growth has led to a series of scandals, and executives have been unsure how to contain the damage. Like other process companies, Amazon is learning that a flywheel, once spinning, is very hard to stop.

Several years ago, Amazon built a vast network of independent couriers to provide what’s known as “last-mile delivery”: the final leg of a package’s journey to a customer’s door. For years, Amazon had relied upon UPS, FedEx, and the U.S. Postal Service to deliver packages. But in 2013 that system broke down; at Christmastime, tens of thousands of orders were stranded in warehouses. Amazon began constructing a delivery network of its own. Rather than build internally, however, the company signed contracts with hundreds of local drivers and courier firms, in cities across the country.

The benefit of outsourcing was that Amazon could build a delivery network quickly. Brittain Ladd, a former Amazon senior manager who specialized in logistics and operations, told me earlier this year that “it was really easy to scale up—there’s thousands of courier services out there, and so once you figure out the model you can expand it almost overnight.”

Still, some people within Amazon, including Ladd, thought that these partnerships were a bad idea: it would be impossible for Amazon to insure that delivery companies were hiring responsible drivers and using rigorous safety protocols. “Frankly, you have very little control over these individuals,” Ladd told me. He said that he had hand-delivered to multiple colleagues a memo, marked “priorityhigh,” in which he expressed “grave reservations” about relying on contractors, warning, “I believe it is highly probable that accidents will occur resulting in serious injuries and deaths.” He recommended instead that the company carefully build its own last-mile-delivery network, one with a “zero-tolerance policy” for safety violations. Ladd said to me, “I attended meetings, and I told them that the last thing you want is a newspaper article reading ‘Amazon driver high on drugs hits and kills family.’ But we were growing so fast, and there was so much pressure, and if we tried to build this internally it would have taken at least a year. And so a decision was made that the risk was worth it.”

Amazon tried to work solely with courier services that met basic safety requirements, according to a current executive who helped establish the program. But Amazon pushed only so far, deciding that it wasn’t practical to compel firms to give drivers regular drug tests or to require extensive training. Local courier services are often run by inexperienced businesspeople. Meanwhile, the pressure to expand remained intense. “We were moving very, very fast,” a former manager who helped build the network recalled. “We were learning as we went.”

In 2015, Amazon contracted with a courier company called Inpax Shipping Solutions, and it began delivering packages for the company in Atlanta, Cincinnati, Miami, Dallas, and Chicago. Amazon executives apparently failed to note that Inpax’s chief executive had once pleaded guilty to conspiracy to distribute cocaine, and had declared bankruptcy after defaulting on debts. After Amazon signed the deal, its executives seemed not to notice that the Department of Labor was investigating Inpax, or, later, that federal regulators had found that the company had committed numerous labor violations. Amazon also overlooked a lawsuit filed by an Inpax employee against his boss, which was documented in public records.

On December 17, 2016, a dispatcher working with Inpax received an e-mail from Amazon declaring that “we are officially into ‘no package left behind’ territory.” Five days later, an Inpax driver, Valdimar Gray, was rushing to deliver Christmas packages in Chicago when he flew through a crosswalk, hitting Telesfora Escamilla, an eighty-four-year-old woman walking home from a hair salon. Escamilla, who was dragged under the van, died. Escamilla’s grandson Anthony Bijarro, who was at the scene, told me, “Amazon killed my grandmother because they wanted packages delivered a little faster. Amazon doesn’t care who’s driving, they don’t care if they’re reckless.” Escamilla’s family has sued Inpax and Amazon. Amazon, in a statement, said that it regularly audits its delivery partners to insure that they are in compliance with the law and with Amazon’s policies, and takes action “when they aren’t meeting our high bar for safety and customer experience.” The company has terminated its relationship with Inpax. (Inpax and Gray declined to respond to questions.)

ProPublica has identified more than sixty accidents involving Amazon, all since 2015, that resulted in serious injuries or deaths. Reporters at BuzzFeed have found records naming Amazon in at least a hundred lawsuits related to accidents involving package deliveries, which have included at least six deaths. Those are likely just a fraction of such collisions, because in many cases delivery vehicles were unmarked, and victims weren’t aware of Amazon’s role. Ladd, the former senior manager, said, “Amazon could have built this network in-house, or they could have acquired a logistics company to really teach them last-mile delivery, or they could have chosen partners more slowly, to make sure the right safety procedures were in place. But this was not a well-oiled machine—this was a bunch of people thrown together. They asked me for advice, and I was saying, ‘There’s another way to do this.’ ” If Amazon had found another way, Ladd said, “it would have been a hell of a lot better for the people who were killed—but once the machine starts moving it takes on a life of its own.”

As Amazon executives were becoming increasingly worried about the hazards of warp-speed growth, other pressures inside the company kept ratcheting up. Earlier this year, Amazon announced that it would soon start guaranteeing to many customers delivery in one day, rather than two, putting even more stress on couriers and workers.

A growing number of regulators in Washington, D.C., and in Europe argue that Amazon, along with other tech giants, needs to be reined in. Until the nineteen-seventies, many process companies were constrained by a fear of U.S. antitrust enforcement. Alfred Sloan always kept a close eye on the size of G.M.’s market share. “Our bogie is forty-five per cent,” Sloan told a reporter, in 1938. “We don’t want any more than that.” His trepidation was justified. The federal government repeatedly sued G.M., once charging Sloan personally with criminal antitrust activity. Almost none of the suits prevailed in court, but they cowed the company.

Sloan died in 1966, and, in the decades that followed, the government’s attitude toward antitrust enforcement changed. During the Reagan Administration, regulators and courts decreed that antitrust decisions should largely be based not on a company’s size or on its bullying tactics but, rather, on any price hikes imposed on customers. By the time Facebook and Google appeared, giving away their products for free, and Amazon arose, with its devotion to keeping prices down, antitrust enforcement was a remote concern. The legal scholar Lina Khan, writing in the Yale Law Journal in 2017, observed, “It is as if Bezos charted the company’s growth by first drawing a map of antitrust laws, and then devising routes to smoothly bypass them.”

Things began changing earlier this year. In June, the head of the U.S. Department of Justice’s antitrust division, Makan Delrahim, a Trump appointee and a respected authority on economic competition, gave a speech declaring that antitrust regulators would no longer be constrained by “the incorrect notion that antitrust policy is only concerned with keeping prices low.” Delrahim’s address was the equivalent of firing a starter’s pistol. In a recent conversation, he told me that tech companies “should think very seriously about their conduct,” adding, “If you’re one of the big guys, you should be careful to make sure you don’t snuff out competitors because you think that’s good for your business. That’s not what free markets really mean, and we’re going to come down on you like a ton of bricks if that’s what you do.”

Soon after Delrahim’s speech, it was reported that the F.T.C. had issued subpoenas for data regarding third-party sales on Amazon. In July, the E.U. declared that it was investigating Amazon, and the U.S. House of Representatives held a hearing and interrogated an Amazon lawyer about how the company harvests data. Representative David Cicilline, a Democrat from Rhode Island, asked the lawyer, “You’re saying that you don’t use that in any way to promote Amazon products? I remind you, sir, you’re under oath.” The attorney replied that the firm shows customers only the best product, regardless of who profits from the sale, and that Amazon did nothing untoward.

Many members of Congress suspect otherwise. Cicilline, who chairs the House’s antitrust subcommittee, told me, “There’s bipartisan consensus that we have a responsibility to get these markets working again. More competition means better protection of privacy. It means better control of your data. It means more innovation.” Elizabeth Warren, one of the most forceful critics of the tech industry, has said that, if she wins the Presidency, she intends to break up Amazon, Facebook, and Google. She has proposed making it illegal for companies such as Amazon to own online marketplaces and at the same time to sell goods on those platforms. “Amazon crushes small companies,” Warren wrote, in a plan for expanding online competition. If she is elected, she said, “small businesses would have a fair shot to sell their products on Amazon without the fear of Amazon pushing them out of business.”

Other regulators and lawmakers are more measured in their proposals and their rhetoric, but a loose consensus has emerged around a group of concerns, which some people refer to as the Four “C”s. The first is concentration. A high-ranking F.T.C. official told me, “The bigger a tech company becomes, the more they can bully, so we need to put hard caps on how big companies like that can grow, on what they can acquire.”

Rohit Chopra, one of the F.T.C.’s five commissioners, told me that the second “C” is the conflict of interest that comes from “both controlling the pipe and selling the oil.” Chopra, who agreed to speak only about antitrust generally and not about Amazon specifically, explained, “If you do both, you will structure your marketplace in a way that ultimately is self-dealing, and you will use the data from those who sell on your marketplace to benefit yourself.” There’s a long history of the government forcing industries to separate distribution and sales; for years, movie studios have generally been prohibited from owning movie theatres.

The next area of concern is contracts. Big tech companies often make highly restrictive deals with smaller venders. Amazon retains a contractual right to hold sellers’ revenues for long periods after a sale, and imposes limits on what data sellers can share with other companies. Another F.T.C. commissioner, Rebecca Kelly Slaughter, told me, “There are a lot of terms that go into boilerplate contracts that consumers or workers don’t really have an opportunity to negotiate. It is absolutely appropriate for us to be thinking about banning those.”

Lastly, regulators worry about the complexity of current antitrust law. “You really have to be an expert, or hire an expert attorney, if you feel like one of these companies is acting inappropriately,” an F.T.C. official said. “The law only works when it is simple enough for the little guy to bring an action on their own.”

Senator Amy Klobuchar, the ranking member of the Senate’s subcommittee on antitrust, told me that such reforms are bound by a central idea: “The big tech companies are completely reshaping the way we buy goods and sell goods in the marketplace, our privacy rules, and our democracy rules, without any checks and balances from the government.” She continued, “So many people are finally getting tired of the dominance. When Amazon starts owning Whole Foods, when they control the producers, when they control all the parts of the supply chain—people deserve a level playing field.” American history, Klobuchar said, shows that such imbalances can spark widespread activism. “This goes back to the Founders and the Boston Tea Party,” she said. “These are highly emotional political moments.”

Amazon has responded to the mounting political threat by expanding its lobbying efforts. Federal records indicate that, in 2018, Amazon lobbied more government bodies than any other U.S. tech company. It has made its case across Washington, to senators, representatives, the Treasury Department, the Department of Justice, even nasa. Much of Amazon’s lobbying has been devoted to winning government contracts: it is a leading contender for a ten-billion-dollar project to centralize the Department of Defense’s cloud computing. But a former federal official who works on antitrust issues told me that the company’s other lobbying was “about telling us that, if you even think about breaking up Amazon, you’re going to make markets less efficient, and there are going to be a lot of lost jobs—and Amazon employs a ton of people in your district.”

Amazon has a Twitter account devoted to cheery photographs and videos of lawmakers touring warehouses, posing alongside rows of Amazon trucks, and putting items in boxes. (If the videos are any indication, legislators are permitted to work much more slowly than Amazon productivity standards require.) Such theatrics used to serve the company well. However, a regulator who is familiar with Amazon’s lobbying said that “there’s been a bit of hubris, because, in the past, they were able to tell a story about how consumers love them. But now that’s changing, and it’s very concerning to them.”

According to Amazon insiders, Bezos adamantly refuses to consider slowing the company’s growth, fearing that its culture will break down if the pace slackens. He is determined to defend his creation aggressively. For years, Amazon was largely content to remain silent amid criticism—one Leadership Principle is “We accept that we may be misunderstood for long periods of time”—but the company now responds to nearly every provocation. In June, after Representative Alexandria Ocasio-Cortez said on television that Bezos’s wealth is “predicated on paying people starvation wages and stripping them of their ability to access health care,” Amazon’s communications and policy chief, Jay Carney, went on the attack, tweeting, “All our employees get top-tier benefits. I’d urge @AOC to focus on raising the federal minimum wage instead of making stuff up about Amazon.” That month, the Times ran an article accusing the company of “a kind of lawlessness” in its bookstore: counterfeit medical textbooks were for sale, and Amazon seemed unconcerned with “the authenticity, much less the quality, of what it sells.” A long rebuttal appeared on Amazon’s blog, arguing that “nothing could be further from the truth” and accusing the reporter of cherry-picking examples. Last year, Amazon tapped a group of warehouse workers to be a kind of Twitter rapid-response army, deputizing them as “ambassadors.” When a Bernie Sanders supporter tweeted that Amazon was anti-union, a fulfillment-center employee, @AmazonFCJanet, fired back, “Unions are thieves.”

Amazon offered few specifics on its lobbying activities. “There is abundant competition in the retail sector, and many retailers are thriving,” the company wrote in response to questions. “There is no power imbalance between Amazon and the sellers and vendors who work with us.”

Executives at Amazon have argued to regulators and lawmakers that the company is distinct in fundamental ways from Facebook and Google. Whereas those firms essentially created their industries, Amazon’s realm—the retail marketplace—has existed since the dawn of commerce. “The idea that there is only one marketplace is demonstrably false,” the company wrote in a statement, noting that Walmart still brings in more revenue than it does. Amazon executives point out that, if you ignore the distinction between online and real-world sales, Amazon is responsible for about four per cent of U.S. retail transactions. “If we do not compete on prices, selection, delivery speed and customer service, customers will choose other competitors,” the company statement noted.

Part of Amazon’s defensiveness stems from executives’ conviction that regulators’ concerns are based not on logic but on a misguided understanding of retail. One executive told me that the real problem is that Amazon is disproportionately popular among lawmakers. Congressional aides, high-profile journalists, and other élites often use Amazon to buy kitchen supplies and Christmas gifts. They watch “The Marvelous Mrs. Maisel” and shop at Whole Foods. They don’t even know the location of the nearest Walmart, the executive said, and therefore think that Amazon is much more powerful than it really is.

Perhaps it’s true that policymakers would have a broader perspective if they logged more hours at Costco. But, in any case, Amazon now has such a severe image problem that it can no longer count on being able to do whatever it pleases. High-ranking executives allow that there are some limited concessions Bezos is willing to make, such as donating more of his wealth to charity. And Amazon may agree to strengthen its oversight of drivers and of workers’ safety. One executive told me that Amazon is determined to remain open-minded and polite with regulators; one of Microsoft’s missteps in the nineties, he said, was that it was dismissive. But few of the current Amazon executives I spoke with said that the company needed to make major changes. And few believed that regulators would compel them to do so. After all, Amazon employs hundreds of thousands of people across the nation, many of them voters, and has warehouses in dozens of states. A tech lobbyist told me, “Neither Facebook nor Google has that. Sometimes you survive just because there are other targets to absorb the blows.”

Bezos, after attracting scandal earlier this year, has lately sought to recede. His media appearances have become rare and highly scripted. When he was onstage this past summer at one of his few recent public outings—an Amazon conference in Las Vegas—the performance was studiously boring, a clear attempt to rob himself of glamour. While Bezos was droning on, a protester jumped on the stage, shouting something about chickens and terrible conditions on industrial farms. Bezos froze, as if worried that the smallest bacterium of controversy might prove contagious. After the woman was removed, he glanced around and said, “I’m sorry—where were we?”

Within Amazon, there are concerns that, no matter how strenuously Bezos embraces banality, he can’t be dull enough. “We have all this attention now,” a former executive complained. Since Bezos and Lauren Sanchez went public with their relationship, they have regularly appeared in gossip columns. The New York Post’s Page Six has reported on the swimsuit that Bezos wore in Saint-Tropez (“quirky, octopus-print trunks”), and how he met Sanchez’s parents at the N.F.L. Hall of Fame (“This all leads Amazon sources to ponder how long it will be before the couple say ‘I do’ ”).

The government’s scrutiny of General Motors never scored any fatal hits—one antitrust lawsuit dragged on for years, ending in a dismissal—but the scar tissue was damaging enough. David Farber, a University of Kansas historian who wrote a biography of Alfred P. Sloan, told me that the G.M. executive “didn’t see himself as someone that needed to be loved or respected by the public, but eventually even he gave in.” He noted a pattern in American history: “There’s an economic revolution, it creates amazing new opportunities, and then the companies that seize those opportunities become so powerful that the people revolt—they say the winners have become too powerful, they start attacking the people who are the embodiments of winning, sometimes with gossip, sometimes with facts. And then we have an era of constraint enforced by the federal government.” We may be at a breaking point now. “It’s like the eighteen-eighties or the nineteen-thirties all over again,” Farber said. “The pressure is going to continue building, the powerful are going to continue being watched and criticized and gawked at, until something pops.”

Jeff Wilke, the Bezos deputy, told me that all process companies eventually falter. The challenge is to stave off decline as long as possible. Day Two, he said, “is inevitable—the question is when.” When Day Two does arrive at Amazon, at least Ian Freed, the executive who oversaw the Kindle and the Echo, won’t have to suffer through it. A few years ago, he consulted an internal Amazon application called the Old Fart Tool, which shows employees how many new people have been hired since their first day, and discovered that more than three hundred thousand workers had joined Amazon since he started there. Freed had come to Amazon because he loved being at a place that moved fast and did the impossible. He was proud of his work—once, while on vacation in Mexico, he had peeked into his sons’ hotel room and seen their Game Boys lying on the nightstand while they read on their Kindles. “That was pretty special,” he told me. “For the rest of my life, I can tell my grandchildren that I built the Amazon Kindle and the Amazon Echo.”

Yet Amazon had changed, and Freed missed the old days. He wanted to spend more time living by Leadership Principles that were loftier than simply selling everything as fast and as cheaply as possible. He wanted to see if his next flywheels could power a project with higher ideals. Such goals wouldn’t likely have satisfied Amazon’s constant hunger, but to Freed they seemed satisfying enough. And Freed no longer had to worry about earning a salary: during his tenure at Amazon, its stock price had gone from forty-three dollars to $1,052 a share. And so in 2017 he quit Amazon, and not long afterward he founded Bamboo Learning, a company that builds voice-activated education software. One product teaches kids how to do division when they say, “Alexa, open Bamboo Math.” The startup has only two full-time employees. Freed just signed his first big contract, with the publisher Highlights for Children. “It just got to the point where I wanted to do something different,” he told me. “I wanted to work with nonprofits and feel like I’m contributing in a different way. If this succeeds, we’ll bring education to parts of the world where you can’t get print books, where companies don’t deliver things overnight, where it’s not even guaranteed that people are literate.”

Freed is building something that is neither strictly a product company nor a process company. It will be both grander and more modest in its ambitions than Amazon, which Bezos has famously described as “the everything store.” Freed told me, “It’s another chance to change the world. A smaller change, but it’s real, and it feels important to me. It’s something that deserves all of what I’ve learned.”

This article appears in the print edition of the October 21, 2019, issue, with the headline “The Unstoppable Machine.”

 

Jeff Bezos’s Master Plan

What the Amazon founder and CEO wants for his empire and himself, and what that means for the rest of us.

FRANKLIN FOER, first published on  https://www.theatlantic.com/magazine/archive/2019/11/what-jeff-bezos-wants/598363/

Where in the pantheon of American commercial titans does Jeffrey Bezos belong? Andrew Carnegie’s hearths forged the steel that became the skeleton of the railroad and the city. John D. Rockefeller refined 90 percent of American oil, which supplied the pre-electric nation with light. Bill Gates created a program that was considered a prerequisite for turning on a computer.

At 55, Bezos has never dominated a major market as thoroughly as any of these forebears, and while he is presently the richest man on the planet, he has less wealth than Gates did at his zenith. Yet Rockefeller largely contented himself with oil wells, pump stations, and railcars; Gates’s fortune depended on an operating system. The scope of the empire the founder and CEO of Amazon has built is wider. Indeed, it is without precedent in the long history of American capitalism.
Today, Bezos controls nearly 40 percent of all e-commerce in the United States. More product searches are conducted on Amazon than on Google, which has allowed Bezos to build an advertising business as valuable as the entirety of IBM. One estimate has Amazon Web Services controlling almost half of the cloud-computing industry—institutions as varied as General Electric, Unilever, and even the CIA rely on its servers. Forty-two percent of paper book sales and a third of the market for streaming video are controlled by the company; Twitch, its video platform popular among gamers, attracts 15 million users a day. Add The Washington Post to this portfolio and Bezos is, at a minimum, a rival to the likes of Disney’s Bob Iger or the suits at AT&T, and arguably the most powerful man in American culture.
I first grew concerned about Amazon’s power five years ago. I felt anxious about how the company bullied the book business, extracting ever more favorable terms from the publishers that had come to depend on it. When the conglomerate Hachette, with which I’d once published a book, refused to accede to Amazon’s demands, it was punished. Amazon delayed shipments of Hachette books; when consumers searched for some Hachette titles, it redirected them to similar books from other publishers. In 2014, I wrote a cover story for The New Republic with a pugilistic title: “Amazon Must Be Stopped.” Citing my article, the company subsequently terminated an advertising campaign for its political comedy, Alpha House, that had been running in the magazine.
Since that time, Bezos’s reach has only grown. To the U.S. president, he is a nemesis. To many Americans, he is a beneficent wizard of convenience and abundance. Over the course of just this past year, Amazon has announced the following endeavors: It will match potential home buyers with real-estate agents and integrate their new homes with Amazon devices; it will enable its voice assistant, Alexa, to access health-care data, such as the status of a prescription or a blood-sugar reading; it will build a 3-million-square-foot cargo airport outside Cincinnati; it will make next-day delivery standard for members of its Prime service; it will start a new chain of grocery stores, in addition to Whole Foods, which it already owns; it will stream Major League Baseball games; it will launch more than 3,000 satellites into orbit to supply the world with high-speed internet.
Bezos’s ventures are by now so large and varied that it is difficult to truly comprehend the nature of his empire, much less the end point of his ambitions. What exactly does Jeff Bezos want? Or, to put it slightly differently, what does he believe? Given his power over the world, these are not small questions. Yet he largely keeps his intentions to himself; many longtime colleagues can’t recall him ever expressing a political opinion. To replay a loop of his interviews from Amazon’s quarter century of existence is to listen to him retell the same unrevealing anecdotes over and over.
To better understand him, I spent five months speaking with current and former Amazon executives, as well as people at the company’s rivals and scholarly observers. Bezos himself declined to participate in this story, and current employees would speak to me only off the record. Even former staffers largely preferred to remain anonymous, assuming that they might eventually wish to work for a business somehow entwined with Bezos’s sprawling concerns.

In the course of these conversations, my view of Bezos began to shift. Many of my assumptions about the man melted away; admiration jostled with continued unease. And I was left with a new sense of his endgame.

Bezos loves the word relentless—it appears again and again in his closely read annual letters to shareholders—and I had always assumed that his aim was domination for its own sake. In an era that celebrates corporate gigantism, he seemed determined to be the biggest of them all. But to say that Bezos’s ultimate goal is dominion over the planet is to misunderstand him. His ambitions are not bound by the gravitational pull of the Earth.

Before bezos settled on Amazon.com, he toyed with naming his unlaunched store MakeItSo.com. He entertained using the phrase because he couldn’t contain a long-standing enthusiasm. The rejected moniker was a favored utterance of a man Bezos idolizes: the captain of the starship USS Enterprise-D, Jean-Luc Picard.

Bezos is unabashed in his fanaticism for Star Trek and its many spin-offs. He has a holding company called Zefram, which honors the character who invented warp drive. He persuaded the makers of the film Star Trek Beyond to give him a cameo as a Starfleet official. He named his dog Kamala, after a woman who appears in an episode as Picard’s “perfect” but unattainable mate. As time has passed, Bezos and Picard have physically converged. Like the interstellar explorer, portrayed by Patrick Stewart, Bezos shaved the remnant strands on his high-gloss pate and acquired a cast-iron physique. A friend once said that Bezos adopted his strenuous fitness regime in anticipation of the day that he, too, would journey to the heavens.When reporters tracked down Bezos’s high-school girlfriend, she said, “The reason he’s earning so much money is to get to outer space.” This assessment hardly required a leap of imagination. As the valedictorian of Miami Palmetto Senior High School’s class of 1982, Bezos used his graduation speech to unfurl his vision for humanity. He dreamed aloud of the day when millions of his fellow earthlings would relocate to colonies in space. A local newspaper reported that his intention was “to get all people off the Earth and see it turned into a huge national park.”Most mortals eventually jettison teenage dreams, but Bezos remains passionately committed to his, even as he has come to control more and more of the here and now. Critics have chided him for philanthropic stinginess, at least relative to his wealth, but the thing Bezos considers his primary humanitarian contribution isn’t properly charitable. It’s a profit-seeking company called Blue Origin, dedicated to fulfilling the prophecy of his high-school graduation speech. He funds that venture—which builds rockets, rovers, and the infrastructure that permits voyage beyond the Earth’s atmosphere—by selling about $1 billion of Amazon stock each year. More than his ownership of his behemoth company or of The Washington Post—and more than the $2 billion he’s pledged to nonprofits working on homelessness and education for low-income Americans—Bezos calls Blue Origin his “most important work.”
He considers the work so important because the threat it aims to counter is so grave. What worries Bezos is that in the coming generations the planet’s growing energy demands will outstrip its limited supply. The danger, he says, “is not necessarily extinction,” but stasis: “We will have to stop growing, which I think is a very bad future.” While others might fret that climate change will soon make the planet uninhabitable, the billionaire wrings his hands over the prospects of diminished growth. But the scenario he describes is indeed grim. Without enough energy to go around, rationing and starvation will ensue. Over the years, Bezos has made himself inaccessible to journalists asking questions about Amazon. But he shares his faith in space colonization with a preacher’s zeal: “We have to go to space to save Earth.”At the heart of this faith is a text Bezos read as a teen. In 1976, a Princeton physicist named Gerard K. O’Neill wrote a populist case for moving into space called The High Frontier, a book beloved by sci-fi geeks, NASA functionaries, and aging hippies. As a Princeton student, Bezos attended O’Neill seminars and ran the campus chapter of Students for the Exploration and Development of Space. Through Blue Origin, Bezos is developing detailed plans for realizing O’Neill’s vision.The professor imagined colonies housed in miles-long cylindrical tubes floating between Earth and the moon. The tubes would sustain a simulacrum of life back on the mother planet, with soil, oxygenated air, free-flying birds, and “beaches lapped by waves.” When Bezos describes these colonies—and presents artists’ renderings of them—he sounds almost rapturous. “This is Maui on its best day, all year long. No rain, no storms, no earthquakes.” Since the colonies would allow the human population to grow without any earthly constraints, the species would flourish like never before: “We can have a trillion humans in the solar system, which means we’d have a thousand Mozarts and a thousand Einsteins. This would be an incredible civilization.”
Bezos rallies the public with passionate peroration and convincing command of detail. Yet a human hole remains in his presentation. Who will govern this new world? Who will write its laws? Who will decide which earthlings are admitted into the colonies? These questions aren’t explicitly answered, except with his fervent belief that entrepreneurs, those in his own image, will shape the future. And he will do his best to make it so. With his wealth, and the megaphone that it permits him, Bezos is attempting to set the terms for the future of the species, so that his utopia can take root
In a way, Bezos has already created a prototype of a cylindrical tube inhabited by millions, and it’s called Amazon.com. His creation is less a company than an encompassing system. If it were merely a store that sold practically all salable goods—and delivered them within 48 hours—it would still be the most awe-inspiring creation in the history of American business. But Amazon is both that tangible company and an abstraction far more powerful.Bezos’s enterprise upends long-held precepts about the fundamental nature of capitalism—especially an idea enshrined by the great Austrian economist Friedrich Hayek. As World War II drew to its close, Hayek wrote the essay “The Use of Knowledge in Society,” a seminal indictment of centralized planning. Hayek argued that no bureaucracy could ever match the miracle of markets, which spontaneously and efficiently aggregate the knowledge of a society. When markets collectively set a price, that price reflects the discrete bits of knowledge scattered among executives, workers, and consumers. Any governmental attempt to replace this organic apparatus—to set prices unilaterally, or even to understand the disparate workings of an economy—is pure hubris.

Amazon, however, has acquired the God’s-eye view of the economy that Hayek never imagined any single entity could hope to achieve. At any moment, its website has more than 600 million items for sale and more than 3 million vendors selling them. With its history of past purchases, it has collected the world’s most comprehensive catalog of consumer desire, which allows it to anticipate both individual and collective needs. With its logistics business—and its growing network of trucks and planes—it has an understanding of the flow of goods around the world. In other words, if Marxist revolutionaries ever seized power in the United States, they could nationalize Amazon and call it a day.

What makes Amazon so fearsome to its critics isn’t purely its size but its trajectory. Amazon’s cache of knowledge gives it the capacity to build its own winning version of an astonishing array of businesses. In the face of its growth, long-dormant fears of monopoly have begun to surface—and Amazon has reportedly found itself under review by the Federal Trade Commission and the Department of Justice. But unlike Facebook, another object of government scrutiny, Bezos’s company remains deeply trusted by the public. A 2018 poll sponsored by Georgetown University and the Knight Foundation found that Amazon engendered greater confidence than virtually any other American institution. Despite Donald Trump’s jabs at Bezos, this widespread faith in the company makes for a source of bipartisan consensus, although the Democrats surveyed were a touch more enthusiastic than the Republicans were: They rated Amazon even more trustworthy than the U.S. military. In contrast to the dysfunction and cynicism that define the times, Amazon is the embodiment of competence, the rare institution that routinely works.

All of this confidence in Bezos’s company has made him a singular figure in the culture, which, at times, regards him as a flesh-and-blood Picard. If “Democracy dies in darkness”—the motto of the Bezos-era Washington Post—then he is the rescuer of the light, the hero who reversed the terminal decline of Woodward and Bernstein’s old broadsheet. When he wrote a Medium post alleging that the National Enquirer had attempted to extort him, he was hailed for taking a stand against tabloid sleaze and cyberbullying.

As Amazon has matured, it has assumed the trappings of something more than a private enterprise. It increasingly poses as a social institution tending to the common good. After it earned derision for the alleged treatment of its workers—some warehouse employees reported feeling pressured to forgo bathroom breaks to meet productivity targets, to cite just one example—it unilaterally raised its minimum wage to $15 an hour in the U.S., then attempted to shame competitors that didn’t follow suit. (Amazon says that employees are allowed to use the bathroom whenever they want.) As technology has reshaped its workforce, Amazon has set aside $700 million to retrain about a third of its U.S. employees for roles with new demands.These gestures are partly gambits to insulate the company’s reputation from accusations of rapaciousness. But they also tie Amazon to an older conception of the corporation. In its current form, Amazon harkens back to Big Business as it emerged in the postwar years. When Charles E. Wilson, the president of General Motors, was nominated to be secretary of defense in 1953, he famously told a Senate confirmation panel, “I thought what was good for our country was good for General Motors, and vice versa.” For the most part, this was an aphorism earnestly accepted as a statement of good faith. To avert class warfare, the Goliaths of the day recognized unions; they bestowed health care and pensions upon employees. Liberal eminences such as John K. Galbraith hailed the corporation as the basis for a benign social order. Galbraith extolled the social utility of the corporation because he believed that it could be domesticated and harnessed to serve interests other than its own bottom line. He believed businesses behave beneficently when their self-serving impulses are checked by “countervailing power” in the form of organized labor and government.
Of course, those powers have receded. Unions, whose organizing efforts Amazon has routinely squashed, are an unassuming nub of their former selves; the regulatory state is badly out of practice. So while Amazon is trusted, no countervailing force has the inclination or capacity to restrain it. And while power could amass in a more villainous character than Jeff Bezos, that doesn’t alleviate the anxiety that accompanies such concentration. Amazon might be a vast corporation, with more than 600,000 employees, but it is also the extension of one brilliant, willful man with an incredible knack for bending the world to his values.

2.0

after jackie bezos’s shotgun marriage to a member of a traveling unicyclist troupe dissolved, she dedicated herself to their only progeny. The teenage mother from Albuquerque became her son’s intellectual champion. She would drive him 40 miles each day so that he could attend an elementary school for high-testing kids in Houston. When a wait list prevented him from entering the gifted track in middle school, she wheedled bureaucrats until they made an exception. Over the course of Bezos’s itinerant childhood, as his family traversed the Sun Belt of the ’70s, Jackie encouraged her son’s interest in tinkering by constantly shuttling him to RadioShack.

“I have always been academically smart,” Bezos told an audience in Washington, D.C., last year. This was a sentiment ratified by the world as he ascended the meritocracy. At Princeton, he flirted with becoming a theoretical physicist. On Wall Street, he joined D. E. Shaw, arguably the brainiest and most adventurous hedge fund of the ’90s. The firm would send unsolicited letters to dean’s-list students at top universities, telling them: “We approach our recruiting in unapologetically elitist fashion.”

The computer scientist who founded the firm, David E. Shaw, had dabbled in the nascent internet in the ’80s. This provided him with unusual clarity about the coming revolution and its commercial implications. He anointed Bezos to seek out investment opportunities in the newly privatized medium—an exploration that led Bezos to his own big idea.When Bezos created Amazon in 1994, he set out to build an institution like the ones that had carried him through the first three decades of his life. He would build his own aristocracy of brains, a place where intelligence would rise to the top. Early on, Bezos asked job candidates for their SAT scores. The company’s fifth employee, Nicholas Lovejoy, later told Wired that interviews would take the form of a Socratic test. Bezos would probe logical acuity with questions like Why are manhole covers round? According to Lovejoy, “One of his mottos was that every time we hired someone, he or she should raise the bar for the next hire, so that the overall talent pool was always improving.” When Bezos thought about talent, in other words, he was self-consciously in a Darwinian mode.

By the logic of natural selection, it was hardly obvious that a bookstore would become the dominant firm in the digital economy. From Amazon’s infancy, Bezos mastered the art of coyly deflecting questions about where he intended to take his company. But back in his hedge-fund days, he had kicked around the idea of an “everything store” with Shaw. And he always conveyed the impression of having grand plans—a belief that the fiction aisle and the self-help section might serve as the trailhead to commanding heights.

In the vernacular, Amazon is often lumped together with Silicon Valley. At its spiritual center, however, Amazon is a retailer, not a tech company. Amazon needed to elbow its way into a tightly packed and unforgiving industry, where it faced entrenched entities such as Barnes & Noble, Walmart, and Target. In mass-market retail, the company with the thinnest margin usually prevails, and a soft December can ruin a year. Even as Bezos prided himself on his capacity for thinking far into the future, he also had to worry about the prospect of tomorrow’s collapse. At tightfisted Amazon, there were no big bonuses at year’s end, no business-class flights for executives on long hauls, no employee kitchens overflowing with protein bars.Bezos was hardly a mellow leader, especially in the company’s early days. To mold his organization in his image, he often lashed out at those who failed to meet his high standards. The journalist Brad Stone’s indispensable book about the company, The Everything Store, contains a list of Bezos’s cutting remarks: “Are you lazy or just incompetent?” “This document was clearly written by the B team. Can someone get me the A-team document?” “Why are you ruining my life?” (Amazon says this account is not reflective of Bezos’s leadership style.) This was the sarcastic, demeaning version of his endless questioning. But Bezos’s waspish intelligence and attention to detail—his invariable focus on a footnote or an appendix—elicited admiration alongside the dread. “If you’re going in for a Bezos meeting, you’re preparing as if the world is going to end,” a former executive told me. “You’re like, I’ve been preparing for the last three weeks. I’ve asked every damn person that I know to think of questions that could be asked. Then Bezos will ask you the one question you hadn’t considered.”
The growth of the company—which already brought in nearly $3 billion in revenue in its seventh year of existence—prodded Bezos to adapt his methods. He created a new position, technical adviser, to instill his views in top managers; the technical advisers would shadow the master for at least a year, and emerge as what executives jokingly refer to as “Jeff-bots.” His managerial style, which had been highly personal, was codified in systems and procedures. These allowed him to scale his presence so that even if he wasn’t sitting in a meeting, his gestalt would be there.In 2002, Amazon distilled Bezos’s sensibility into a set of Leadership Principles, a collection of maxims including “Invent and Simplify,” “Bias for Action,” and “Have Backbone; Disagree and Commit.” To an outside ear, these sound too hokey to be the basis for fervent belief. But Amazonians, as employees call themselves, swear by them. The principles, now 14 in number, are the subject of questions asked in job interviews; they are taught in orientations; they are the qualities on which employees are judged in performance reviews.
Of all the principles, perhaps the most sacrosanct is “Customer Obsession”—the commandment to make decisions only with an eye toward pleasing the consumer, rather than fixating on competitors—a pillar of faith illustrated by the Great Lube Scandal. About 10 years ago, Bezos became aware that Amazon was sending emails to customers suggesting the purchase of lubricants. This fact made him apoplectic. If such an email arrived at work, a boss might glimpse it. If it arrived at home, a child might pose uncomfortable questions. Bezos ordered the problem solved and threatened to shut down Amazon’s email promotions in their entirety if it wasn’t. Kristi Coulter, who served as the head of worldwide editorial and site merchandising, led a group that spent weeks compiling a list of verboten products, which Bezos’s top deputies then reviewed. She told me, “It wasn’t just, like, hemorrhoid cream, or lube, it was hair color, any kind of retinol. They were so conservative about what they thought would be embarrassing. Even tooth-whitening stuff, they were like, ‘No. That could be embarrassing.’ ”
To climb Amazon’s organizational chart is to aspire to join the inner sanctum at the very peak, called the S-Team (“the senior team”). These are the 17 executives who assemble regularly with Bezos to debate the company’s weightiest decisions. Bezos treats the S-Team with familial affection; its members come closest to being able to read his mind. The group has absorbed the Bezos method and applies it to the corners of the company that he can’t possibly touch. According to James Thomson, a manager who helped build Amazon Marketplace, where anyone can sell new or used goods through the website, “At most companies, executives like to show how much they know. At Amazon, the focus is on asking the right question. Leadership is trained to poke holes in data.”Once an executive makes it to the S-Team, he remains on the S-Team. The stability of the unit undoubtedly provides Bezos a measure of comfort, but it also calcifies this uppermost echelon in an antiquated vision of diversity. The S‑Team has no African Americans; the only woman runs human resources. Nor does the composition of leadership change much a step down the ladder. When CNBC examined the 48 executives who run Amazon’s core businesses (including retail, cloud, and hardware), it found only four women.One former team leader, who is a person of color, told me that when top executives hear the word diversity, they interpret it to mean “the lowering of standards.” “It’s this classic libertarian thinking,” Coulter told me. “They think Amazon is a meritocracy based on data, but who’s deciding what gets counted and who gets to avail themselves of the opportunity? If VP meetings are scheduled at 7 a.m., how many mothers can manage that?”
(Amazon disputes the methodology CNBC used to tally women in its senior leadership ranks. “There are dozens of female executives that play a critical role in Amazon’s success,” a spokesman told me in an email. He cited the company’s generous parental-leave policy, a commitment to flexible scheduling, and the fact that more than 40 percent of its global workforce is female as evidence of its pursuit of gender equity. He also said that its Leadership Principles insist that employees “seek diverse perspectives.”)The meritocrat’s blind spot is that he considers his place in the world well earned by dint of intelligence and hard work. This belief short-circuits his capacity to truly listen to critics. When confronted about the composition of the S-Team in a company-wide meeting two years ago, Bezos seemed to dismiss the urgency of the complaint. According to CNBC, he said that he expected “any transition there to happen very incrementally over a long period of time.” The latest addition to the group, made this year, was another white male.

Bezos built his organization to be an anti-bureaucracy. To counter the tendency of groups to bloat, he instituted something called “two-pizza teams.” (Like Bezos’s other managerial innovations, this sounds like a gimmick, except that advanced engineers and economists with doctorates accept it as the organizing principle of their professional lives.) According to the theory, teams at Amazon should ideally be small enough to be fed with two pizzas.

In its warehouses, Amazon has used video games to motivate workers—the games, with names like MissionRacer, track output and pit workers against one another, prodding them to move faster. The two-pizza teams represent a more subtle, white-collar version of this gamification. The small teams instill a sense of ownership over projects. But employees placed on such small teams can also experience a greater fear of failure, because there’s no larger group in which to hide or to more widely distribute blame.Amazon has a raft of procedures to guide its disparate teams. Bezos insists that plans be pitched in six-page memos, written in full sentences, a form he describes as “narrative.” This practice emerged from a sense that PowerPoint had become a tool for disguising fuzzy thinking. Writing, Bezos surmised, demands a more linear type of reasoning. As John Rossman, an alumnus of the company who wrote a book called Think Like Amazon, described it, “If you can’t write it out, then you’re not ready to defend it.” The six-pagers are consumed at the beginning of meetings in what Bezos has called a “study hall” atmosphere. This ensures that the audience isn’t faking its way through the meeting either. Only after the silent digestion of the memo—which can be an anxiety-inducing stretch for its authors—can the group ask questions about the document.
Most teams at Amazon are hermetic entities; required expertise is embedded in each group. Take Amazon’s robust collection of economists with doctorates. In the past several years, the company has hired more than 150 of them, which makes Amazon a far larger employer of economists than any university in the country. Tech companies such as Microsoft and Uber have also hired economists, although not as many. And while other companies have tended to keep them in centralized units, often working on forecasting or policy issues, Amazon takes a different approach. It distributes economists across a range of teams, where they can, among other things, run controlled experiments that permit scientific, and therefore effective, manipulation of consumer behavior.
Relentless might be the most Amazonian word, but Bezos also talks about the virtues of wandering. “Wandering is an essential counterbalance to efficiency,” he wrote in a letter to shareholders this year. When I spoke with workers based at Amazon’s Seattle headquarters, they said what they appreciated most about their employer was the sense of intellectual autonomy it allowed. Once they had clearly articulated a mission in an approved six-pager, they typically had wide latitude to make it happen, without having to fight through multiple layers of approval. The wandering mentality has also helped Amazon continually expand into adjacent businesses—or businesses that seem, at first, unrelated. Assisted by the ever growing consumer and supplier data it collects, and the insights into human needs and human behavior it is constantly uncovering, the company keeps finding new opportunities for growth.

What is Amazon, aside from a listing on Nasdaq? This is a flummoxing question. The company is named for the world’s most voluminous river, but it also has tributaries shooting out in all directions. Retailer hardly captures the company now that it’s also a movie studio, an artificial-intelligence developer, a device manufacturer, and a web-services provider. But to describe it as a conglomerate isn’t quite right either, given that so many of its businesses are tightly integrated or eventually will be. When I posed the question to Amazonians, I got the sense that they considered the company to be a paradigm—a distinctive approach to making decisions, a set of values, the Jeff Bezos view of the world extended through some 600,000 employees. This description, of course, means that the company’s expansion has no natural boundary; no sector of the economy inherently lies beyond its core competencies.

3.0

in late 2012, Donald Graham prepared to sell his inheritance, The Washington Post. He wanted to hand the paper over to someone with pockets deep enough to hold steady through the next recession; he wanted someone techie enough to complete the paper’s digital transition; above all, he wanted someone who grasped the deeper meaning of stewardship. Graham came up with a shortlist of ideal owners he would pursue, including the financier David M. Rubenstein, former New York City Mayor Michael Bloomberg, eBay founder Pierre Omidyar, and Bezos.

The last of the names especially enticed Graham. That January, he had breakfast with his friend and adviser Warren Buffett, who also happened to be a shareholder in the Post. Buffett mentioned that he considered Bezos the “best CEO in the United States”—hardly an unconventional opinion, but Graham had never heard it from Buffett before. After the breakfast, Graham set out to better understand Bezos’s ideological predilections. “I did a primitive Google search and found nothing, as close to nothing for somebody with that kind of wealth. I didn’t know what his politics were,” he told me. This blankness suggested to Graham the stuff of an ideal newspaper owner.

Graham dispatched an emissary to make the pitch. It was a polite but hardly promising conversation: Bezos didn’t rule out the possibility of bidding for the Post, but he didn’t display any palpable enthusiasm, either. The fact that he dropped the subject for several months seemed the best gauge of his interest. While Bezos ghosted Graham, Omidyar, the most enthusiastic of the bidders, continued to seek the prize.

Bezos’s past pronouncements may not have revealed partisanship, but they did suggest little appetite for stodgy institutionalism. Like so many CEOs of the era, Bezos figured himself an instrument of creative destruction, with little sympathy for the destroyed. “Even well-meaning gatekeepers slow innovation,” he wrote in his 2011 letter to shareholders. He was critiquing New York book publishers, whose power Amazon had aimed to diminish. But he harbored a similarly dim view of self-satisfied old-media institutions that attempted to preserve their cultural authority.It therefore came as a surprise when, after months of silence, Bezos sent a three-sentence email expressing interest in the Post. Graham made plans to lunch with Bezos in Sun Valley, Idaho, where they would both be attending Allen & Company’s summer conference. Over sandwiches that Graham brought back to his rental, the old proprietor made his preferred buyer a counterintuitive pitch: He explained all the reasons owning a newspaper was hard. He wanted Bezos to know that a newspaper was a self-defeating vehicle for promoting business interests or any preferred agenda. The conversation was a tutorial in the responsibilities of the elite, from a distinguished practitioner.Graham didn’t need to plead with Bezos. In Sun Valley, they hardly haggled over terms. “We had brunch twice, and at the end we shook hands, unlike almost any deal I’ve ever made in business,” Graham told me. The man who decried gatekeepers was suddenly the keeper of one of the nation’s most important gates.
Buying the Post was not a financially momentous event in the life of Jeff Bezos. In addition to the billions in Amazon stock he owned, he had quietly invested in Google and Uber in their infancy. The Bezos imprimatur, the young companies had understood, would burnish their chances with any other would-be investor. (Uber’s initial public offering alone earned him an estimated $400 million earlier this year, far more than he paid for the Post in 2013.)But the purchase was a turning point in Bezos’s reputational history—and realigned his sense of place in the world. On the eve of the acquisition, Amazon’s relationship with New York publishing was contentious. The friendly guy who professed his love of Kazuo Ishiguro novels and had created a cool new way to buy books was now seen in some quarters as an enemy of literary culture and a successor to the monopolist Rockefeller. Not long before the acquisition, he had written a memo, obtained by Brad Stone, titled “Amazon.love,” asking the S-Team to ponder how the company could avoid becoming as feared as Walmart, Goldman Sachs, and Microsoft. Although he never justified the purchase of the Post as a response to his anxieties about Amazon’s image—and, of course, his own—the question must have been on his mind as he considered the opportunity. To save a civically minded institution like the Post was a chance to stake a different legacy for himself.

Bezos keeps the Post structurally separate from Amazon—his family office monitors the business of the paper—but he runs it in the same expansionist spirit as he does his company. He vowed to put every dollar of profit back into the enterprise. In the six years of his ownership, the Post newsroom has grown from 500 to just over 850.

Despite his investments in the institution, Bezos’s transition to Washington, D.C., was halting and awkward. It took him several months to visit the Post newsroom and try to allay rank-and-file nervousness about the intentions of the new owner. When the Post’s great editor Ben Bradlee died several months into his regime, he decided to attend the funeral only after Bob Woodward explained its spiritual significance. His attachment to the paper didn’t seem to acquire emotional depth until he sent his jet to retrieve the reporter Jason Rezaian from Iran, where he’d been imprisoned for 18 months, and personally accompanied him home. The press hailed Bezos for displaying such a strong interest in the fate of his reporter, a taste of how media extol those they regard as their own saviors.

It may have taken him a moment to realize that Washington would be a new center of his life, but once he did, he rushed to implant himself there. In 2016, he paid $23 million to buy the site of a former museum just down the block from Woodrow Wilson’s old home. The museum had joined together two mansions, one of which had been designed by John Russell Pope, the architect of the Thomas Jefferson Memorial. Bezos kept one of the buildings as his residential quarters and set about renovating the other for the sake of socializing, a space that seemed to self-consciously recall Katharine Graham’s old salon, except with geothermal heat. Washingtonian magazine, which obtained Bezos’s blueprints, predicted that, once complete, it will become “a veritable Death Star of Washington entertaining.”

While bezos made himself at home in Washington, so did his company, but on its own terms. The Obama years were a boom time for Big Tech. Executives regularly shuffled through the White House. Visitor logs record that no American company visited more often than Google. Silicon Valley hurled itself into policy debates with its characteristic pretense of idealism, even as it began to hire Brioni-clad influence peddlers. It was, by its own account, battling for nothing less than the future of the free internet, a fight to preserve net neutrality and prevent greedy telecoms from choking the liberatory promise of the new medium.

As the tech companies invested heavily in policy, Amazon would occasionally cheer them on and join their coalitions. But mostly it struck a pose of indifference. Amazon didn’t spend as much on lobbyists as most of its Big Tech brethren did, at least not until the late Obama years. Amazon seemed less concerned about setting policy than securing lucrative contracts. It approached government as another customer to be obsessed over.

Given the way Democrats now bludgeon Big Tech, it’s hard to remember how warmly Barack Obama embraced the industry, and how kindly Big Tech reciprocated with campaign donations. But there was a less visible reason for the alliance: As the debacle of healthcare.gov graphically illustrated, Obama badly needed a geek squad. He installed the nation’s first-ever chief technology officer, and the administration began to importune the federal bureaucracy to upload itself to the cloud, a move it promised would save money and more effectively secure sensitive material.

Cloud First was the official name of the policy. Amazon had nothing to do with its inception, but it stood to make billions from it. It had wandered into the cloud-computing business long before its rivals. Amazon Web Services is, at its most elemental, a constellation of server farms around the world, which it rents at low cost as highly secure receptacles for data. Apple, the messaging platform Slack, and scores of start-ups all reside on AWS.

If retail was a maddeningly low-margin business, AWS was closer to pure profit. And Amazon had the field to itself. “We faced no like-minded competition for seven years. It’s unbelievable,” Bezos boasted last year. AWS is such a dominant player that even Amazon’s competitors, including Netflix, house data with it—although Walmart resolutely refuses, citing anxieties about placing its precious secrets on its competitor’s servers. Walmart is more suspicious than the intelligence community: In 2013, the CIA agreed to spend $600 million to place its data in Amazon’s cloud.

Other Big Tech companies have fretted about the morality of becoming entangled with the national-security state. But Bezos has never expressed such reservations. His grandfather developed missile-defense systems for the Pentagon and supervised nuclear labs. Bezos grew up steeped in the romance of the Space Age, a time when Big Business and Big Government linked arms to achieve great national goals. Besides, to be trusted with the secrets of America’s most secretive agency gave Amazon a talking point that it could take into any sales pitch—the credentials that would recommend it to any other government buyer.

One of Amazon’s great strengths is its capacity to learn, and it eventually acclimated itself to the older byways of Washington clientelism, adding three former congressmen to its roster of lobbyists. (Amazon’s spending on lobbying has increased by almost 470 percent since 2012.) It also began to hire officials as they stepped out of their agencies. When the Obama administration’s top procurement officer, Anne Rung, left her post, she headed straight to Amazon.

The goal wasn’t just to win cloud-computing contracts. Amazon sold facial-recognition software to law-enforcement agencies and has reportedly pitched it to Immigration and Customs Enforcement. Amazon also wanted to become the portal through which government bureaus buy staples, chairs, coffee beans, and electronic devices. This wasn’t a trivial slice of business; the U.S. government spends more than $50 billion on consumer goods each year. In 2017, the House of Representatives quietly passed the so-called Amazon amendment, buried within a larger appropriations bill. The provisions claimed to modernize government procurement, but also seemed to set the terms for Amazon’s dominance of this business. Only after competitors grasped the significance of the amendment did a backlash slow the rush toward Amazon. (The government is preparing to run a pilot program testing a few different vendors.)

Still, government’s trajectory was easy to see, especially if one looked outside the capital city. In 2017, Amazon signed an agreement with a little-known organization called U.S. Communities, with the potential to yield an estimated $5.5 billion. U.S. Communities negotiates on behalf of more than 55,000 county and municipal entities (school districts, library systems, police departments) to buy chalk, electronics, books, and the like. A 2018 report by the Institute for Local Self-Reliance documented how a growing share of the physical items that populate public spaces has come to be supplied by Amazon.

At the heart of Amazon’s growing relationship with government is a choking irony. Last year, Amazon didn’t pay a cent of federal tax. The company has mastered the art of avoidance, by exploiting foreign tax havens and moonwalking through the seemingly infinite loopholes that accountants dream up. Amazon may not contribute to the national coffers, but public funds pour into its own bank accounts. Amazon has grown enormous, in part, by shirking tax responsibility. The government rewards this failure with massive contracts, which will make the company even bigger.

What type of ego does Jeff Bezos possess? The president of the United States has tested his capacity for sublimation by pummeling him mercilessly. In Trump’s populist morality play, “Jeff Bozo” is cast as an overlord. He crushes small businesses; he rips off the postal service; he stealthily advances corporate goals through his newspaper, which Trump misleadingly refers to as the “Amazon Washington Post.” During the 2016 campaign, Trump vowed to use the machinery of state to flay Amazon: “If I become president, oh do they have problems.” Don Graham’s warnings about the downsides of newspaper ownership suddenly looked prophetic.

It’s not that Bezos has always whistled past these attacks: In a countertweet, he once joked about launching Donald Trump into space. However, the nature of Bezos’s business, with both government and red-state consumers, means that he would rather avoid presidential hostility.

Despite the vitriol, or perhaps because of it, Amazon hired the lobbyist Jeff Miller, a prodigious Trump fundraiser; Bezos conveys his opinions to the president’s son-in-law, Jared Kushner. In 2017, Bezos won a nomination to join a panel advising the Defense Department on technology, although the swearing-in was canceled after Pentagon officials realized that he had not undergone a background check. (He never joined the panel.) One former White House aide told me, “If Trump knew how much communication Bezos has had with officials in the West Wing, he would lose his mind.”

In the fall of 2017, the Pentagon announced a project called the Joint Enterprise Defense Infrastructure, or JEDI. The project would migrate the Defense Department’s data to a centralized cloud, so that the agency could make better use of artificial intelligence and more easily communicate across distant battlefields. The Pentagon signaled the importance of the venture with the amount it intended to spend on it: $10 billion over 10 years. But it has the potential to be even more lucrative, since the rest of the federal government tends to follow the Pentagon’s technological lead.

Firms vied ferociously to win the contract. Because Amazon was widely seen as the front-runner, it found itself on the receiving end of most of the slings. Its rivals attempted to stoke Trump’s disdain for Bezos. An executive at the technology company Oracle created a flowchart purporting to illustrate Amazon’s efforts, titled “A Conspiracy to Create a Ten Year DoD Cloud Monopoly.” Oracle has denied slipping the graphic to the president, but a copy landed in Trump’s hands.

Oracle also tried to block Amazon in court. Its filings spun a sinister narrative of Amazon infiltrating the Pentagon. A former consultant for Amazon Web Services had landed a top job in the secretary of defense’s office, but at the heart of Oracle’s tale was a project manager who had arrived at the Pentagon by way of Amazon named Deap Ubhi. Even as he worked in government, Ubhi tweeted: “Once an Amazonian, always an Amazonian.” Oracle alleged that he stayed true to that self-description as he helped shape JEDI to favor his alma mater. (Amazon countered that dozens of people developed the contract, and that Ubhi worked on JEDI for only seven weeks, in its early stages.) When the Pentagon formally announced JEDI’s specifications, only Amazon and Microsoft met them.

Ubhi’s role in the project was concerning, but not enough for either a federal judge or the Pentagon to halt JEDI. There was “smoke,” the judge said, but no “fire.” This victory should have paved the way for Amazon. But with the Pentagon nearly set to award JEDI this summer, the president’s new secretary of defense, Mark Esper, announced that he was delaying the decision and reexamining the contract. A Pentagon official told me that Trump had seen Tucker Carlson inveigh against JEDI on Fox News and asked for an explanation. Senator Marco Rubio, who received more than $5 million in campaign contributions from Oracle during the 2016 campaign cycle, called for the Pentagon to delay awarding the bid, and reportedly pressed the case in a phone call with Trump. (Rubio received a much smaller donation from Amazon in the same period.) Trump seems to have been unable to resist a chance to stick it to his enemy, perhaps mortally imperiling Amazon’s chance to add $10 billion to its bottom line.

Given Trump’s motives, it’s hard not to sympathize with Bezos. But Trump’s spite—and the terrible precedent set by his punishment of a newspaper owner—doesn’t invalidate the questions asked of Amazon. Its critics have argued that government shouldn’t latch itself onto a single company, especially not with a project this important. They noted that storing all of the Pentagon’s secrets with one provider could make them more vulnerable to bad actors. It could also create an unhealthy dependence on a firm that might grow complacent with its assured stream of revenue and lose its innovative edge over time.

JEDI sits within the context of larger questions about the government’s relationship to Amazon. Fears that the public was underwriting the company’s continued growth haunted Amazon’s attempt to build a second headquarters in Queens—New York government looked like it was providing tax breaks and subsidies to the business that least needs a boost.

While Amazon’s aborted move to Long Island City attracted all the attention, the building of a similar bastion just outside Washington, D.C., is more ominous. Of course, there are plenty of honorable reasons for a company to set up shop in the prosperous shadow of the Capitol. But it’s hard to imagine that Amazon wasn’t also thinking about its budding business with the government—an opportunity that the delay of JEDI will hardly dissuade it from pursuing. According to a Government Accountability Office survey of 16 agencies, only 11 percent of the federal government has made the transition to the cloud.

The company is following in its owner’s tracks. Just as Bezos has folded himself into the fraternity of Washington power—yukking it up at the Alfalfa and Gridiron Clubs—thousands of Amazon implants will be absorbed by Washington. Executives will send their kids to the same fancy schools as journalists, think-tank fellows, and high-ranking government officials. Amazonians will accept dinner-party invites from new neighbors. The establishment, plenty capacious, will assimilate millionaire migrants from the other Washington. Amazon’s market power will be matched by political power; the interests of the state and the interests of one enormous corporation will further jumble—the sort of combination that has, in the past, never worked out well for democracy.

4.0

jeff bezos was with his people, the feted guest at the 2018 meeting of the National Space Society. The group awarded him a prize it could be sure he would appreciate: the Gerard K. O’Neill Memorial Award for Space Settlement Advocacy. After a dinner in his honor, Bezos sat onstage to chat with an editor from GeekWire. But before the discussion could begin, Bezos interjected a question: “Does anybody here in this audience watch a TV show called The Expanse?”

The question pandered to the crowd, eliciting applause, hoots, and whistles. The Expanse, which had been broadcast on the Syfy channel, is about the existential struggles of a space colony, set in the far future, based on novels that Bezos adores. Despite the militancy of its devoted fans, Syfy had canceled The Expanse. Angry protests had ensued. A plane had flown over an Amazon office in Santa Monica, California, with a banner urging the company to pick up the show.

As the Space Society’s exuberant reaction to Bezos’s first question began to wane, Bezos juiced the crowd with another: “Do you guys know that the cast of The Expanse is here in the room?” He asked the actors to stand. From his years overseeing a movie studio, Bezos has come to understand the dramatic value of pausing for a beat. “Ten minutes ago,” he told the room, “I just got word that The Expanse is saved.” And, in fact, he was its benefactor. Invoking the name of the spaceship at the center of the series, he allowed himself to savor the fist-pumping euphoria that surrounded him. “The Rocinante is safe.”

The Expanse was one small addition to Bezos’s Hollywood empire, which will soon be housed in the old Culver Studios, where Hitchcock once filmed Rebecca and Scorsese shot Raging Bull. Amazon will spend an estimated $5 billion to $6 billion on TV shows and movies this year.

When Bezos first announced Amazon’s arrival in Hollywood, he bluntly stated his revolutionary intent. He vowed to create “a completely new way of making movies,” as he put it to Wired. Amazon set up a page so that anyone, no matter their experience, could submit scripts for consideration. It promised that it would let data drive the projects it commissioned—some in the company liked to describe this as the marriage of “art and science.”

This bluster about Amazon’s heterodox approach turned out to be unreflective of the course it would chart. When it streamed its second batch of pilots, in 2014, it analyzed viewing patterns, then set aside the evidence. Bezos walked into the green-light meeting and announced that Amazon needed to press forward with the least-watched of the five pilots: Transparent, a show about a transgender parent of three adult children. Bezos had read the rave reviews and made up his mind.

The critical success of Transparent set the template for Amazon Studios. In the early 2010s, the best talent still preferred to work for cable networks. For a new platform to pry that talent away and attract viewers, it needed to generate attention, to schedule a noisy slate. Instead of playing to the masses, Amazon defined itself as an indie studio, catering to urban upper-middle-class tastes, although the executives in Seattle were hardly hipsters themselves. One former executive from Amazon’s book-publishing arm told me, “I remember when Lena Dunham’s proposal was going out, they were like, ‘Who is Lena Dunham?’ ”

As a nascent venture, Amazon Studios was forced to hew closely to one of Amazon’s Leadership Principles: Frugality. Executives rummaged through other companies’ rejection piles for unconventional scripts. It bought Catastrophe, a cast-aside comedy, for $100,000 an episode. With the BBC, it acquired the first season of Fleabag for about $3 million.

Parsimony proved to be a creative stimulant. The studio’s risky projects were awards magnets. Amazon won Golden Globes in all five years it was in contention. When the camera panned for black-tie reaction shots to these victories, the glare of Bezos’s unmistakable scalp would jump off the screen. According to his colleagues, these awards provided him with palpable pleasure, and he thrust himself into their pursuit. To curry favor with those who cast ballots for big prizes, he hosted parties at his Beverly Hills property, which had once been owned by DreamWorks co-founder David Geffen.

Reading interviews with Bezos from back in the days of his rapid ascent, it’s hard to believe that he ever imagined becoming a king of Hollywood or that leading men like Matt Damon would drape their arms over his shoulders and pose for photographs as if they were chums. When he talked about his own nerdiness, he was self-effacing, sometimes painfully so. He once told Playboy, “I am not the kind of person women fall in love with. I sort of grow on them, like a fungus.”

When Bezos attended the 2013 Vanity Fair Oscars party, he didn’t act as if he owned the room. Still, while Google co-founder Sergey Brin kept to a corner, Bezos and his now ex-wife, MacKenzie, circulated through the throngs. They might have clung to each other, but they also gamely engaged whoever approached them. MacKenzie once admitted to Vogue that her introversion made her nervous at such events, but she described her husband as a “very social guy.”

Hollywood, both the business and the scene, is an intoxicant. Just as in Washington, Bezos immersed himself in a new culture. Paparazzi captured him yachting with the media mogul Barry Diller. He got to know the powerful agent Patrick Whitesell, whose wife, Lauren Sanchez, would later become Bezos’s girlfriend. He began to appear at the parties of famous producers, such as Mark Burnett, the creator of Survivor and The Apprentice. As one Hollywood executive told me, “Bezos is always showing up. He would go to the opening of an envelope.”

Bezos has justified Amazon’s investment in Hollywood with a quip: “When we win a Golden Globe, it helps us sell more shoes.” This is an intentionally glib way of saying that Amazon is different from its competitors. It’s not just a streaming service (like Netflix) or a constellation of channels (like Comcast), although it’s both of those things. Amazon is an enclosed ecosystem, and it hopes that its video offerings will prove a relatively inexpensive method of convincing people to live within it.

Amazon’s goal is visible in one of the metrics that it uses to judge the success of its programming. It examines the viewing habits of users who sign up for free trials of Amazon Prime, and then calculates how many new subscriptions to the service a piece of programming generates. As it deliberates over a show’s fate, Amazon considers a program’s production costs relative to the new subscriptions it yields. In the earliest days of the studio, nice reviews might have been enough to overcome these analytics. But Amazon has demonstrated that it will cancel even a Golden Globe winner, such as I Love Dick, if the metrics suggest that fate.

Back in the ’60s, countercultural critiques of television regarded it as a form of narcotic that induced a state of mindless consumerism. That’s not an unfair description of television’s role in Prime’s subscription model. Despite its own hyperrational approach to the world, Amazon wants to short-circuit the economic decision making of its consumers. Sunil Gupta, a Harvard Business School professor who has studied the company, told me, “When Amazon started Prime, it cost $79 and the benefit was two-day free shipping. Now, most smart people will do the math and they will ask, Is $79 worth it? But Bezos says, I don’t want you to do this math. So I’ll throw in movies and other benefits that make the computation of value difficult.”

When Amazon first created Prime, in 2005, Bezos insisted that the price be set high enough that the program felt like a genuine commitment. Consumers would then set out to redeem this sizable outlay by faithfully consuming through Amazon. One hundred million Prime subscribers later, this turned out to be a masterstroke of behavioral economics. Prime members in the U.S. spend $1,400 a year on Amazon purchases, compared with $600 by nonmembers, according to a survey by Consumer Intelligence Research Partners. It found that 93 percent of Prime customers keep their subscription after the first year; 98 percent keep it after the second. Through Prime, Bezos provided himself a deep pool of cash: When subscriptions auto-renew each year, the company instantly has billions in its pockets. Bezos has turned his site into an almost unthinking habit. The Marvelous Mrs. Maisel and Jack Ryan are essential tools for patterning your existence.

As Bezos has deepened his involvement in the studio, it has begun to make bigger bets that reflect his sensibility. It spent $250 million to acquire the rights to produce a Lord of the Rings TV series. It reportedly paid nine figures for the services of the husband-and-wife team behind HBO’s Westworld and has plans to adapt novels by such sci-fi eminences as Neal Stephenson and William Gibson. Bezos has involved himself in wrangling some of these projects. He made personal pleas to J. R. R. Tolkien’s estate as the Lord of the Rings deal hung in the balance. An agent told me that Bezos has emailed two of his clients directly; Amazon executives apply pressure by invoking his name in calls: He’s asking about this project every day.

As a kid, Bezos would spend summers at his grandfather’s ranch in Cotulla, Texas, where he would help castrate bulls and install pipes. He would also watch soap operas with his grandmother. But his primary entertainment during those long days was science fiction. A fanatic of the genre had donated a robust collection to the local library, and Bezos tore his way through shelves of Isaac Asimov and Jules Verne. Describing his affinity for the novels of the sci-fi writer Iain M. Banks, he once said, “There’s a utopian element to it that I find very attractive.” The comment contains a flash of self-awareness. For all his technocratic instincts, for all his training as an engineer and a hedge-fund quant, a romantic impulse coexists with his rationalism, and sometimes overrides it.

It is perhaps fitting that Bezos’s lone brush with scandal transpired in Hollywood. What befuddled so many of his admirers is that the scandal revealed a streak of indiscipline that doesn’t mesh with the man who created a company so resolutely fixated on the long term, so committed to living its values. The expectation embedded in this confusion is unfair. While the culture has sometimes touted Bezos as a superhero, he’s an earthling in the end. When he creates the terms for his business, or for society, he’s no more capable of dispassion than anyone else. To live in the world of Bezos’s creation is to live in a world of his biases and predilections.

 

5.0

i’m loath to look back at my Amazon purchase history, decades long and filled with items of questionable necessity. The recycling bin outside my house, stuffed full of cardboard covered with arrows bent into smiles, tells enough of a story. I sometimes imagine that the smile represents the company having a good laugh at me. My fidelity to Amazon comes despite my record of criticizing it.

When we depend on Amazon, Amazon gains leverage over us. To sell through the site is to be subjected to a system of discipline and punishment. Amazon effectively dictates the number of items that a seller can place in a box, and the size of the boxes it will handle. (To adhere to Amazon’s stringent requirements, a pet-food company recently reduced its packaging by 34 percent.) Failure to comply with the rules results in a monetary fine. If a company that sells through Amazon Marketplace feels wronged, it has little recourse, because its contract relinquishes the right to sue. These are just the terms of service.

Is there even a choice about Amazon anymore? This is a question that haunts businesses far more than consumers. Companies such as Nike resisted Amazon for years; they poured money into setting up their own e-commerce sites. But even when Nike didn’t sell its products on Amazon, more Nike apparel was sold on the site than any other brand. Anyone could peddle Nike shoes on Amazon without having to explain how they obtained their inventory. Because Amazon Marketplace had become a pipeline connecting Chinese factories directly to American homes, it also served as a conduit for counterfeit goods, a constant gripe of Nike’s. Wired reported that, at one point during this year’s Women’s World Cup, six of Amazon’s 10 best-selling jerseys appeared to be knockoffs. To have any hope of controlling this market, Nike concluded that it had no option but to join its rival. (Amazon has said that it prohibits the sale of counterfeit products.)

Ben Thompson, the founder of Stratechery, a website that vivisects Silicon Valley companies, has incisively described Amazon’s master plan. He argues that the company wants to provide logistics “for basically everyone and everything,” because if everything flows through Amazon, the company will be positioned to collect a “tax” on a stunning array of transactions. When Amazon sells subscriptions to premium cable channels such as Showtime and Starz, it reportedly takes anywhere from a 15 to 50 percent cut. While an item sits in an Amazon warehouse waiting to be purchased, the seller pays a rental fee. Amazon allows vendors to buy superior placement in its search results (it then marks those results as sponsored), and it has carved up the space on its own pages so that they can be leased as advertising. If a business hopes to gain access to Amazon’s economies of scale, it has to pay the tolls. The man who styles himself as the heroic Jean-Luc Picard has thus built a business that better resembles Picard’s archenemy, the Borg, a society-swallowing entity that informs victims, You will be assimilated and Resistance is futile.

In the end, all that is admirable and fearsome about Amazon converges. Every item can be found on its site, which makes it the greatest shopping experience ever conceived. Every item can be found on its site, which means market power is dangerously concentrated in one company. Amazon’s smart speakers have the magical power to translate the spoken word into electronic action; Amazon’s doorbell cameras have the capacity to send video to the police, expanding the surveillance state. With its unique management structure and crystalline articulation of values and comprehensive collection of data, Amazon effortlessly scales into new businesses, a reason to marvel and cower. Jeff Bezos has won capitalism. The question for the democracy is, are we okay with that?

On jeff bezos’s ranch in West Texas, there is a mountain. Burrowed inside its hollowed-out core is a cascading tower of interlaced Geneva wheels, levers, and a bimetallic spring. These innards, still not fully assembled, will move the Clock of the Long Now, a timepiece that has been designed to run with perfect accuracy for 10,000 years, with a hand that advances with each turn of the century. Bezos has supplied $42 million to fund the clock’s construction, an attempt to dislodge humans from the present moment, to extend the species’ sense of time. Bezos has argued that if humans “think long term, we can accomplish things that we wouldn’t otherwise accomplish.”

Performance reviews at Amazon ask employees to name their “superpower.” An employer probably shouldn’t create the expectation that its staff members possess qualities that extend beyond mortal reach, but I’m guessing Bezos would answer by pointing to his ability to think into the future. He dwells on the details without sacrificing his clarity about the ultimate destination. It’s why he can simultaneously prod one company to master the grocery business while he pushes another to send astronauts to the moon by 2024, in the hope that humans will eventually mine the astronomical body for the resources needed to sustain colonies. Bezos has no hope of ever visiting one of these colonies, which wouldn’t arise until long after his death, but that fact does nothing to diminish the intensity of his efforts.

That Donald Trump has picked Jeff Bezos as a foil is fitting. They represent dueling reactions to the dysfunction of so much of American life. In the face of the manipulative emotionalism of this presidency, it’s hard not to pine for a technocratic alternative, to yearn for a utopia of competence and rules. As Trump runs down the country, Bezos builds things that function as promised.

Yet the erosion of democracy comes in different forms. Untrammeled private power might not seem the biggest threat when public power takes such abusive form. But the country needs to think like Bezos and consider the longer sweep of history before permitting so much responsibility to pool in one man, who, without ever receiving a vote, assumes roles once reserved for the state. His company has become the shared national infrastructure; it shapes the future of the workplace with its robots; it will populate the skies with its drones; its website determines which industries thrive and which fall to the side. His investments in space travel may remake the heavens. The incapacity of the political system to ponder the problem of his power, let alone check it, guarantees his Long Now. He is fixated on the distance because he knows it belongs to him.

Jeff Bezos’s Master Plan
What the Amazon founder and CEO wants for his empire and himself, and what that means for the rest of us.

FRANKLIN FOER

Original članek  https://www.theatlantic.com/magazine/archive/2019/11/what-jeff-bezos-wants/598363/

 

The Fire Phone started its spectacular flameout
By Sean O’Kane Jun 18, 2015

It’s hard to really feel genuinely surprised about hardware announcements. As fans of technology, we often know about the thing being announced before a company does the actual announcing. This was mostly the case with Amazon’s announcement of the Fire Phone, which happened one year ago today. What we didn’t know back then was that, 365 days later, the phone would practically have vanished from our minds.

Rumors of an Amazon phone rattled around for years. Considering Amazon’s hardware experience and familiarity with Android, it seemed a reasonable enough proposition. The thinking was that, at the very least, it wouldn’t take Amazon much effort to make a phone — even if it wasn’t that good.

Then new rumors of a 3D display started, quickly fueled by the discovery of patents that had been filed years before. In April of last year, leaked photos of the phone revealed a nearly final picture of the pieces most of us had put together. Amazon’s phone would have decent specs — like 2GB of RAM and a Snapdragon processor — and a 4.7-inch, 720p display surrounded by a bunch of cameras to create some sort of three-dimensional illusion. We knew it wouldn’t go as far as offering an experience like the one found on the Nintendo 3DS, so exactly what this screen would look like became a major source of debate.

While the effect was fun, it wound up being little more than a tech demo. The Fire Phone’s lock screen was really the only part of the phone that took advantage of the “dynamic perspective” feature. App developers never seemed to warm to the idea, and those that did never used it for more than gimmicks. Gamers hated it. It also didn’t help that the Fire Phone was expensive and exclusive to AT&T, or that its good camera was beleaguered by awful performance, or that it ran on an extremely confused operating system.

But the real problem with the Fire Phone was that no one bought it. The Fire Phone’s sales faltered so quickly after its release that only Wile E. Coyote could relate to its demise. Amazon deployed parachutes. In September it dropped the on-contract price from $199 to 99¢. It wasn’t enough; in October, Amazon’s senior vice president of devices admitted to Fortune that they “didn’t get the price right.” One month later the company dropped the off-contract price to $199.

The cost of this giant swing-and-miss was gruesome. When Amazon announced its earnings for the third quarter of 2014 the company admitted to an operating loss of $544 million dollars — about $170 million of which was attributable to the failure of the Fire Phone. Worse, $83 million worth of the lame devices went unsold, and were left collecting dust.

AMAZON STILL HAS $83 MILLION WORTH OF FIRE PHONES LYING AROUND

Firefly, the phone’s built-in object recognition engine, was a signal of Amazon’s real purpose for the Fire Phone: get people to buy more stuff through Amazon. It’s a philosophy that shows up in all of Amazon’s devices. Some, like the Fire Phone or the Amazon Echo, try to obscure that purpose without burying it completely. Others are more blunt about the underlying intent, like the Dash, Amazon’s “magic wand” that lets you order items with your voice, and the “Dash button” which literally allows purchases with the press of one button.

The Fire Phone felt cold and dull. Amazon crowded it with gimmicks and a terrible version of Android, and left themselves no room for good design. Nothing about the Fire Phone felt approachable, and in turn its utilitarian nature seemed to enhance people’s dislike for things like the abundance of cameras.

Aside from a few software updates and random discounts, Amazon has left the Fire Phone in its rear view and trained its hardware focus back on the things it’s good at; it has since released the popular Kindle Voyage and this week the company announced a new version of the Kindle Paperwhite. It’s developed award-winning shows that draw people to its video streaming service. It’s somehow finding ways to deliver things to our doorsteps at a faster clip.

Amazon will be fine, but that doesn’t mean Jeff Bezos hasn’t taken the flop personally, an idea explored in this Fast Company report. According to interviews with more than three dozen current or former employees, many who worked on the Fire Phone, Bezos “drove every aspect of the phone’s creation from the outset.” He personally chose things like the 13-megapixel camera over an 8-megapixel version, and demanded the 3D functionality from a reticent design team. One source said “we were building [the Fire Phone] for Jeff.”

But Jeff Bezos makes likes to gamble. He bought The Washington Post. He’s starting a drone delivery service. He’s trying to go to space. In that context, maybe the Fire Phone wasn’t really that big of a bet.

As a product, it’s still a failure. Phones are the most personal device we own, so it’s hard to fault Amazon for trying to capitalize on that. Making a successful phone is far from easy, but in the end it won’t be the hardest thing Amazon ever attempts.