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Day One

Amazon and our local community

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Marty Hartman receives a key to Mary's Place's future home on Amazon's campus

Last spring, I shared about the work we are doing with Mary’s Place, providing housing to homeless families in a building that was previously a Travelodge. Amazon had purchased the land the building sat on and put the building to good use while plans were being made to develop the property.

As it turns out, those plans involve a permanent spot for Mary’s Place. Amazon is donating 47,000 square feet of space inside the building that will occupy the city block at 7th and Bell, in the Denny Triangle area of Seattle. Sure, it’s an unusual arrangement, to partner with an organization to provide shelter for 200 women, children and families right on our campus. There’s a lot of excitement here for this opportunity.

While construction is underway, Mary’s Place residents will be temporarily be moved to another vacant hotel across the street. The planned opening date for Amazon’s new building is in 2020. You can read more about our plans here.

There have been other plans made recently to integrate Amazon into the local community through partnerships. Back in February, we announced a partnership with Farestart, including plans to donate equipment and 25,000 square feet of space on our campus to help them launch an apprentice program.

What’s exciting to me about both of these announced opportunities is that the organizations and the people they support will be part of our campus environment, part of the same community. Having worked previously on a suburban corporate campus (beautiful soccer fields and all), I can tell you that there is a different energy when your campus is in an urban neighborhood; you are more a part of it.  Programs like these give you a connection to your community that you don’t get in other environments. It’s exciting to be a part of it.


Day One for plants in the Amazon Spheres

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Last week, students toured our greenhouse and learned from our horticulture team

Anyone who commutes into or through downtown Seattle is familiar with a construction project that I hope will one day become an icon in Seattle’s architectural landscape: Amazon’s spheres. Over the last few years, our horticulture team has been busy curating and nurturing our diverse plant collection that will go inside. And yesterday marked a milestone for the team and for all of the Amazonians who will soon have access to the spheres; we planted our first plant, an Australian Tree Fern.

Eventually, over 40,000 plants will call the spheres home, where they will enjoy a climate-controlled environment that replicates natural cycles and creates an ideal environment for these plants to thrive. It’s also a place for employees to thrive. Research shows that creativity flourishes when humans experience a connection with nature. Our spheres bring that connection opportunity right into the core of our campus environment.

Here’s a short video explaining the thinking behind the spheres.

You can keep up with all things sphere-related by following our progress on Instagram @SeattleSpheres.

And links to local press coverage here:

Geekwire story on the spheres and Amazon’s first fern

Q13’s look inside spheres

KUOW on the plant life inside the spheres

Lots of photos of yesterday’s event from Seattle PI


What does Day 2 look like?

SpiritYou hear people talk about “Day 1” a lot at Amazon.  The uninitiated observer (or eavesdropper) might think people are talking about their first day at work. They aren’t. “It’s always Day 1” is shorthand here for “keep innovating”.  It means a lot more than that too.

The idea behind Day 1 at Amazon is that you treat your work as if it’s always Day 1; your first day doing it.  Think back to some of the Day 1s in your life… first day of school, first date in an exciting new relationship, first day of that job where you are finally working on something that you are passionate about, not just something you do to pay the bills. On Day 1, you are energized and possibilities are endless. What would happen if you could stay in that headspace? With that level of engagement, excitement and creativity?

On Day 2, people start to identify limitations, focus shifts from creativity to implementation. You start to lose some of your Day 1 zeal.

At our most recent employee all-hands meeting, someone asked Jeff Bezos what Day 2 looks like during the Q&A session at the end. His response: “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.”

Fast-forward about a month and Jeff’s 2016 shareholders letter, released today, is all about Day 1 and what you can do to avoid that Day 2 state of mind. His list includes obsessing over customers, ensuring processes are aligned with missions and vision, adopting external trends with a sense of eagerness, and making decisions swiftly.

His shareholders letters are always a good read – kind of like a modern entrepreneurship primer – but this one in particular reveals a lot about our culture here and why it’s exciting to work someplace where there’s always a sense of opportunity and energy.

4/19/17 edit: the video of the Q&A session was published today. Added below.


 


Ayesha Harper leads the organization developing your favorite AmazonBasics

Ayesha HarperIn a recent blog interview, I gave you a glimpse into product management here at Amazon. Most people think of Amazon as a place where you can buy just about anything. But we also make a lot of products. So today I am posting an interview with Ayesha Harper, Director and General Manager of Private Label in our Hardlines division. In this interview, we talk about the Product Manager role, her path at Amazon and career mobility. We also geeked out a little over cool customer experiences.

Hi Ayesha. You’re the leader of Private Label for Hardlines. I imagine that most of the people reading this don’t know what that is.

Private label products are those we develop and sell on our website; they are Amazon-owned brands, manufactured exclusively for Amazon. In Hardlines, our private label brands are AmazonBasics, which spans a number of different product categories, and Pinzon, a bath and bedding brand.

Hardlines at Amazon is a broad and diversified business. It includes Consumer Electronics and product categories within the home like Kitchen, Home Improvement, Tools, Sports, Toys and more. Another way to think about it is that it’s not physical media (Books and DVDs, for example), not Fashion products and not Grocery items. It’s the rest...

It must be really challenging and fun to create new products from scratch. But you didn’t start out in product development at Amazon.

I’ve had five different roles in my nine years here. Amazon very much values movement in your career. Because of the number of businesses here, you are able to see businesses in different phases of growth or with completely different cycles. For example, a group like Toys has a heavy holiday season where working in Amazon Business might not.

In my career path at Amazon within Retail, I’ve been able to experience different categories. I’ve worked in Fashion, Media and now Hardlines. Each of those businesses have different challenges and growth trajectories.

When I joined, I had no idea how diversified Amazon would become over time and all the opportunities that would be available. The company has done such amazing things. Nine years later, we are developing award-winning original content, we have a huge business with Amazon Web Services, and we’re making first-party devices such as Kindle and Echo. So Amazon just continues to get more and more diversified.

And that movement between teams or these broader organizations like AWS and Kindle is available at all levels. You don’t have to be a business leader to experience that kind of variety at Amazon.

Right. From year-to-year, there’s quite a bit of movement within an organization. What we are doing in Retail and across the company is building great businesses and general management leaders. Our feeling is that folks who are able to experience and lead different organizations will be better employees and business managers.

Continue reading "Ayesha Harper leads the organization developing your favorite AmazonBasics" »


Be Right. Rinse and Repeat.

BlackjackAmazon holds semi-annual all-hands meetings here in Seattle. As you would imagine, we fill the better part of an arena with our Seattle-based employees these days. Attending these meeting, or watching via video stream or recording, is a great way for employees to learn about the cool work going on across the company. There are so many interesting initiatives underway and employees who are free to develop more, that at some point, it’s likely you’ll know someone up on stage or who gets recognized for their work. Innovation abounds!

The selection of what projects or initiatives are presented and who does the presenting changes each time. We had an all-hands this week led by Stephenie Landry, the VP who leads Prime Now. We also had presenters on Voice Shopping, our work hiring military members, veterans and spouses, Prime Air, and our affinity groups. There are a few traditions at these meetings like awards, Q&A and having all new employees stand up so we can all marvel at the rate at which this company is growing here in Seattle. Another regular feature is the selection and discussion of one of our leadership principles. We all work with these principles so much; it’s really great to hear leaders talk about them – how they interpret them, when they are challenging. So I thought I would share the principle we heard about this week and some of my thoughts on it. That principle is “are right, a lot”.

So first let me say that I am convinced that almost every new employees wonders what they heard the first time someone mentions this one in a meeting. “We write a lot”? Well, that is also true. But “are right, a lot”, once you get past the peculiar phrasing, is pretty core to how we operate around here. So here is the principle as we define it:

Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.

Well, it seems obvious that someone who is a leader and at the top of their game is a good decision-maker. But I believe the value in this one lies more in the “how” and also what it says about our culture.  I think we can all agree that nobody wants to be wrong a lot and we all work to minimize that for the good of our companies and ourselves. But I think that the real risk, the more damaging flip-side to being right a lot is being too scared or not ambitious or focused enough to make decisions in the first place; not putting yourself in a position where you will be required to make a decision.

So what I think that this leadership principle is saying is that we value decision-making and when decisions are made, we like the ones that are right. We appreciate employees who are willing to make a call, especially when it’s on behalf of customers. I think I’ve mentioned before that in the course of my work, I’ve met a lot of employees to talk about their experience working here. And a theme I frequently hear from people, especially those earlier in their careers, is that they are surprised what they get to own here. Decision-making and ownership go hand-in-hand.

As a company, we value experimentation. The tricky thing about experimentation is that if there isn’t a risk of being wrong, it’s not an experiment. So wait a minute, then how can you be right a lot when you are trying new things that have a relatively high probability of failing? That’s where the “how” of “are right, a lot” comes into play. It’s that third line in the definition above.

There’s something kind of gritty and Amazonian about working to include more perspectives and to try to disprove what you already think you know. Making good decisions isn’t about being the smartest person in the room, it’s about having (and using) the best data. It’s about being the most diligent and most willing to disprove your assumptions. Fortunately, with such a big company with a wide variety of projects and employee backgrounds, you can frequently find the data and the people you need to help you weigh and inform your decisions.

At the end of the day, everything you do here won’t be an experiment, so even if you are wrong 90% of the time, you still have a lot of room to be right a lot. One of the speakers at the all-hands made the point that to be right a lot, you have to be wrong a lot too, and do it quickly and inexpensively. I’ll add that you should learn from it as well. Failure in a vacuum doesn’t help you grow and it doesn’t allow others to leverage your work.

So ultimately, I think the leadership principle is about being willing to make decisions and doing so with the best information available. Am I right?


Amazon is Fast Company’s Most Innovative Company of 2017

FailureYou may have seen that Fast Company named Amazon its most innovative company of 2017. Even having a front-row seat to so many of the cool things Amazon is creating, I forget about how many different ways Amazon is changing how people shop and live. The Fast Company article “Why Amazon is the World’s Most Innovative Company of 2017” kind of puts it into perspective.

I think about the word “innovative” quite a bit as a word nerd who spends her time talking and writing about working at Amazon. The word gets used a lot, let’s be honest. Obviously, other companies innovate; and I am a happy customer of some of the other companies on the FC 2017 list. But there are some cultural elements that are pretty unique to Amazon that I think make this a particularly great place to innovate, so I thought I would share some of those.

Innovation is Inherently Part of Everyone’s Job Here.

You probably already know that Amazon is obsessed with customers. I mean, customer obsession is literally Leadership Principle #1 here. So everything we do collectively and individually is viewed through the lens of customer benefit. We are always looking to address what Jeff has referred to as the “divine discontent of the customer.” It literally guides what we do.

If you think about all of the different ways that Amazon touches customers, you see that the opportunities to improve their experience are endless. We can find new technologies to better meet customer need or help us do it more efficiently, we can delight them in ways that are sometimes unexpected. All of that is innovation. And that’s not just because technology plays a central role in how we delight customers. It’s because we are always building. Everyone here can build.

I think people use the words innovation and invention distinctly. Most people associate invention with making something tangible and for the very first time. But that narrow definition of invention is different than the often- iterative process we think of as innovation. We do both at Amazon, of course, but if we use Amazon Prime as an example, you can see how innovation can continue, long after the invention. Initially conceived to offer customers faster shipping options (at a lower overall price), Prime members now have access to free books and some of the best TV programming and movies available.  And the features for members keep coming. Employees in that organization are still building, and they always will be.

I’ve seen and heard a number of promotion and award announcement here and they almost always include the word “built”.

Failure is Expected and Not Hidden

I’ve seen companies pay lip-service to the notion that failure is expected, but before Amazon, I had never seen failures shared so openly and used as an asset.  Sure, all innovative companies want employees (or at least some employees) to take risks because that is where the magic happens. But failures are frequently seen as career-limiting and something to hide. Here, we comfortably refer to initiatives as “experiments” because we know that failure is a possibility; it’s a sign that we are pushing hard enough to try new things.

At Amazon, employees obviously try to mitigate risk by using data. But when you are breaking new ground, some amount of risk is unavoidable. Ultimately, failures will occur. As Jeff has explained, “Given a ten percent chance of a 100 times payoff, you should take that bet every time.” That means you should still expect to fail 90% of the time. And then turn that failure into a tool for other people to learn from.

You may know that we have a writing culture here. So you would be correct in assuming that failures are well documented. Employees here have access to massive amounts of data on what we have tried that’s failed, the impact of the failures, what was learned and how to keep it from happening again. The documentation isn’t about who gets the blame when things don’t go as hoped, it’s about what we can learn from our own failures.

Online, you can see a number of articles on how failure is regarded here (here are some). One example that I think illustrates the value of learning from previous failures is Amazon’s Marketplace business – that is the part of our business where third party sellers can offer goods for sale on our platform (versus Amazon owning the inventory itself). That path to Marketplace (which accounts for 50% of units sold on Amazon) started with Amazon Auctions. Never heard of “Amazon Auctions”? That’s because it wasn’t successful. Learnings from that failure were integrated into something called zShops, which eventually became Marketplace.

By the way, if you are interested in Amazon and haven’t read any of our shareholder’s letters, I would encourage you to. The 2015 letter speaks to our tolerance for failure and gives more insight into the origination and development of Marketplace.

Diversity of Opportunities Drives Innovation

Amazon is involved in so many sectors. Devices, retail, services, cloud computing, robotics, natural language processing, television and movies. I can’t think of another company that has as many diverse businesses under one proverbial roof.

For employees, because moving between organizations is pretty simple and Leadership Principles are the key, universal success factors at Amazon, people can build a career here moving from org to org, sector to sector and completely change job roles. That variety and ability to move keeps employees interested and engaged, but it also does something else: it moves innovation and approaches to problem solving across organizational boundaries. The people in a room making decisions about an initiative likely come from varied professional backgrounds. You don’t have to be a lifer in a specific space here. So it’s not unheard of to have a retail team that includes people who used to work in AWS and Kindle. Employees can make a move because they want a new challenge and bring their diversity of thought, based on their previous history, to a new team.  This cross-pollination brings new, great ideas to the table. And there is a certain kind of person who is energized by that.

When I talk to people about how they might determine whether a career at Amazon is a good choice for them, I think about my blog interview with Brad Porter and what he told me about finding people who get bored working on the same problems. Amazon is a great place for people who have, at times in their career, found they are dissatisfied when they aren’t actively learning and building things. Because the opportunities to innovate here are abundant.

To read more about Amazon’s knack for experimentation, you can read this article from Sunday’s New York Times: “Amazon’s Living Lab: Reimagining Retail on Seattle Streets”


At Amazon, you can innovate faster than you’ve ever innovated before

The pace of our work at Amazon is fast. When it comes to innovating, we focus on getting our work into the hands of consumers as quickly as possible. This gives us the opportunity to learn from our customers and improve upon what we’ve built. We never stop looking for ways to make the experience we deliver to customers better. It’s part of our DNA.

Because of the quick pace of innovation here, it sometimes feels like, as a company, we’ve packed several years’ worth of launches, awards and innovations into one year.

Last year was no exception. Here is a sampling of some of the exciting things we produced last year.

 

 

One of my favorite fast innovation stories is about Prime Now, which took 111 days from idea to launch. Amazon Prime is probably the best example I can think of when it comes to our commitment to ongoing innovation on behalf of customers. The list of benefits that come with a Prime membership keeps growing (Lifehacker has a good list here they seem to be keeping updated).

What this means for employees here is fresh, new problems to solve. And ambitious goals (like enabling one-hour delivery).


Dave Lefkow: from Bacon Salt to Wickedly Prime

Dave Lefkow 1Dave Lefkow is the perfect lunch buddy. Currently a Senior Product Manager in our Consumables retail organization, he’s responsible for bringing deliciousness to customers’ Amazon shopping experience. And he always knows a great spot to grab lunch. We recently sat down over banh mi to talk about his work and food.

We’ve been friends for a while and one thing we have in common is that we’re both from Chicago. 2016 was a great year to be from Chi-town. Anything to say about the World Series?

My co-workers know what a huge Cubs fan I am, so they congratulated me like I actually played on the team. I guess I did drink a lot of Old Style to help make this happen… so I humbly accepted their congratulations.

You’re a Senior Product Manager in Amazon’s Consumables Private Label business. What is Consumables, exactly?

If you consume it, it’s a consumable product. Obviously, food and drinks. But other things people use up too, like toothpaste, cosmetics and baby diapers.

Wickedly PrimeWhat do you do in your role?

I develop snacks for Amazon’s own private label food brand, Wickedly Prime. Anything you might snack on – nuts, chips, popcorn - I’m working on. Yes, it’s as great as it sounds.

I also work with an amazing team of researchers, product developers, packaging/commercialization engineers and sourcing managers. Our group is doing some really innovative things to bring these products to life, and I’m really proud to be part of it.

When I talk to people about the work they do at Amazon, they always seem to connect it to a vision that makes the work more important or “impactful” than it seems. Why is your work important to Amazon?

Grocery is a growing channel at Amazon that the company is investing heavily in. As we get into making our private label line, we’re learning a lot about how to optimize things for the Amazon platform that will translate into a better overall customer experience across the board.

As part of that, I get to solve some pretty meaty business challenges like how we can cost effectively get delicate products to survive last mile, air and over-mountain shipping and what packaging innovations Amazon can develop that a traditional grocer can’t.

Aside from getting to work on those cool challenges, what else is particularly challenging about your work or the Consumables space?

We’re a startup with the resources of the leading ecommerce provider behind us. But… we had never developed our own packaged food products before. That comes with a whole new set of challenges, and an iterative process that is evolving as we learn more lessons.

Learning as you go is a theme I hear a lot at Amazon, especially since we are such a data-driven company. But fortunately, you have experience in packaged foods, so it’s not all new to you. Can you tell everyone what did you do before you joined Amazon?

Before Amazon, I was quite literally pursuing bacon-flavored interests – as founder and CEO of J&D’s Foods.

While working in the tech space, a friend and I came up with a crazy idea: a seasoning that makes everything taste like bacon. We called it Bacon Salt.  We ended up winning money on America’s Funniest Home Videos (my kid hit me in the face with a whiffle ball) and buying 6,000 jars of Bacon Salt to start.

All 6,000 jars of Bacon Salt sold out in 5 days to people in 12 countries and 25 states – we did it from a website without spending a dollar on marketing. Then things got really crazy.

We got interviewed on Oprah for 10 minutes. We were on ABC News, the Today Show, The Tonight Show, the Late Show, Good Morning America, Daily Candy – over 3 billion consumer PR impressions in all. We parlayed this into distribution in more than half the grocery stores in America. We made other bacony products like Baconnaise, Bacon Croutons, Bacon Popcorn and holiday novelties like Bacon Lip Balm, Bacon Flavored Envelopes (called Mmmvelopes) and Bacon Scented Pillowcases – among others.

In short, we built a multi-million dollar company with the premise that “Everything should taste like bacon.” Only in America!

OK, but seriously, WHY bacon? I have to admit that this is somewhat of a rhetorical question because: mmmm, bacon.

Why wouldn’t you want your food to taste like bacon? The fact that it hadn’t been done before was the surprising part.

Dave Lefkow Anderson CooperI was at your launch party for Baconnaise and saw some crazy stuff. What are some of the weirdest things you did or had happen to you because of Bacon Salt?

There are a lot of crazy things to choose from (including almost getting arrested at a national monument in a giant bacon costume and having Anderson Cooper and Jon Stewart absolutely hate on us on national television).

But the all-time craziest story is the time that I fell through the roof of an RV dressed as a giant slice of bacon. It happened when we were promoting our launch at a chain of stores in Pennsylvania. We thought it would be a good idea to hit college football tailgaters and pass out free Bacon Salt – dressed as Giant Bacon. At a Penn State game, some college kids took me up to the top of an RV to do a kegstand, and walking back (Giant Bacon can’t see his feet!), I fell through one of those little plastic windows onto a couch below – where their dad was watching football. I’ll never forget what he said: “You’re paying for that window, son.”

That is a great story, assuming that your landing was soft. So I assume that your experience dressing up as Giant Bacon isn’t really applicable to what you are doing at Amazon, but how do you think other aspects of your experience as a bacontrepreneur has benefitted you here?

I’m able to apply my experience to a much bigger set of challenges and opportunities at Amazon.

Ownership, drive, innovation, customer obsession - these are all skills I learned as an entrepreneur and use heavily here. It might sound cheesy, but as I watch my products come to life, I really feel like an owner at Amazon.

I also love to invent. And Amazon is like a playground for inventors. If you have a great idea, they want to hear it and there are processes to bring them to life.

Do you get sick of thinking about food all day or does it make you hungry?

I live to eat – so thinking about food makes me hungry and happy. Mmmm… food.

OK, so if you could only eat 3 foods for the rest of your life, what would they be?

Well, bacon gets its own wing in my food hall of fame. And, by the way, variety is the spice of life, so I wouldn’t ever want to eat 3 foods for the rest of my life. But if you’re asking for my 3 favorites, I’d say: chicken tikka masala, gnocchi in black truffle cream sauce (from List in downtown Seattle), and bourbon pecan bread pudding.

Ooh, those are good. Foods made out of bread are the best. Aside from eating, what do you do for fun outside of work?

I play water polo – it’s the only sport that allows me to burn all the calories I consume on a daily basis. I also have two great kids, a cat, a dog, and a wonderful partner in crime. We hike, we explore, we play games. We jump on trampolines – never a dull moment! 

I mentioned that you are  great lunch buddy, and maybe when this blog posts gets published you will have a bunch more lunch invitations. What is your favorite lunch place in South Lake Union (Amazon’s neighborhood)?

There are way too many good ones to choose from to pick one – I’m loving the urban campus!

Let’s start with breakfast – I like the Zach sandwich at Serious Pie and Biscuit. It’s all sorts of bacony, biscuity, fried chickeny goodness. The Pasta Bolognese at re:public is pretty awesome. And we’re pretty close to some other spectacular eating adventures. Like Dutch babies at Tilikum Café. Crumpets (Vermont Life Changer) from The Crumpet Shop. Onion Obsession sandwiches at Paseo or Un Bien.

I have to agree about the Zach at Serious Biscuit (followed by a nap) and that re:public is also great. It’s one of my favorite places for happy hour (they make a great old fashioned).  We are a little spoiled by the food options around here.

Awhile back, I started something on my team called Lunch Around the World – every month we pick a new area of the world to lunch on. We’ve had some really excellent Indian (North and South), Mexican, Oaxacan, Caribbean, Italian, Vietnamese, Thai, Korean, and Greek foods.  Like I said, variety is the spice of life!

I imagine your team is full of food-lovers like yourself, so the lunchtime conversations must be fun. I imagine there are some hazards to the job.

Let’s just say that for every food product we launch, my coworkers and I have eaten several pounds of it before it gets to the consumer. It’s a labor of love, but I’m guessing my doctor will have something to say about my sodium intake at my next checkup. And we all have to watch our weight. Totally worth it though!

 Thanks for lunch and the great conversation, Dave!

If you are interested in developing product, we have Private Label teams across several of our retail categories. You can find several of the Private Label job openings here.


Prime Air's first delivery



We recently released video of Prime Air's very first, fully autonomous customer delivery. On December 7th, a nice man in England placed an order which was delivered to a little landing spot in his yard. The amount of time from click to receipt of order? Thirteen minutes. Though keep in mind, as the video explains, that we are testing with relatively nearby (and smaller) fulfillment facilities.


You may have noticed that the drone design has changed. And since the purpose of a private beta is to test, learn and innovate (or re-innovate), there may be more changes to come. I wish I had some inside knowledge to share but as I have mentioned before, we have so many teams launching new, innovative projects that even those of us working here often see all of these cool innovations roll out at the same time you do.

To learn a little more about Prime Air, you can view our informational webpage here

Some of you might also wonder what kinds of skills it takes to work in Prime Air. Current openings include research scientists, software developers and  variety of other kinds of engineer roles. You can check out their current openings on this page.

Oh, and a little trivia for you: the first delivery was a Fire TV and a bag of popcorn. Sounds like someone planning for a fun night in.

 

Amazon Prime Air_Private Trial_Ground-HIGH RES


It might feel a little strange just grabbing your merchandise and walking out of the store

Innovation results in people learning to change old habits. I still walk into the smart elevators at Amazon and look for a button to push. There’s no button. I still reach down to pull my keys out of my ignition switch before I get out of my car. There is no ignition switch. But I HAVE gotten the hang of using my voice (and Alexa) to reorder dog food and turn on my lights.

Someday soon, I expect to feel what I assume is the adrenaline rush of walking out of a store without paying for my merchandise. Because I have to imagine that at first, shopping with Amazon Go is going to feel like shoplifting, even though your Amazon account is automatically charged for your items. Amazon Go was announced yesterday and you can learn more about the customer experience here.

 

New projects like this are constantly under development at Amazon. And unless you are on the team creating them, you are just as surprised as everyone else when they launch. Amazon Go is in a private beta right now. But I suspect that someday soon, depending on where you live, you may have the opportunity to experience another new way of shopping. Without lines.