亚马逊“狼性”回归？出海人，别光看热闹，学着点！

## 亚马逊“狼性”回归？出海人，别光看热闹，学着点！

**雨生说：** 看到 Business Insider 这篇报道，雨生差点一口老血喷在我的机械键盘上。 遥想当年，亚马逊靠着“Day 1”精神和抠门到家的文化，硬生生杀出一条血路。 现在，市值重回巅峰了，又要重拾“狼性”？ 这波操作，到底是“真香”还是“作死”？ 咱出海人，可得擦亮眼睛好好看看！

**新闻原文中英文对照：**

**Inside Amazon's 'Hardcore' Culture Reset - Business Insider**
(亚马逊“硬核”文化重塑 - Business Insider)

**CEO Andy Jassy is yanking the company back to its roots, from RTO to monitoring employee phone use**
(CEO Andy Jassy 正在将公司拉回其根本，从重返办公室 (RTO) 到监控员工的电话使用情况)

**Sep 2, 2025, 4:07 PM GMT+8**
(2025 年 9 月 2 日，格林威治标准时间 +8 下午 4:07)

**Amazon CEO Andy Jassy is reshaping how Amazon works.**
(亚马逊 CEO Andy Jassy 正在重塑亚马逊的工作方式。)

**In the past year, the company has slashed layers of management, increasing worker-to-manager ratios by 15%. He's enforced strict cost discipline, down to monitoring how employees' company-issued phone use is work-related. He's updated performance metrics and pay structures. He's sent the vast majority of corporate employees back to the office five days a week. He's created a "bureaucracy mailbox," to which employees are encouraged to flag unnecessary processes or rules that could be streamlined or eliminated; Amazon says the initiative has already led to 375 changes.**
(在过去的一年中，该公司已经削减了管理层级，将员工与管理人员的比例提高了 15%。 他加强了严格的成本控制，甚至监控员工公司配发的电话使用情况是否与工作相关。 他更新了绩效指标和薪酬结构。 他已将绝大多数公司员工送回办公室，每周工作五天。 他创建了一个“官僚邮箱”，鼓励员工举报可以简化或消除的不必要流程或规则； 亚马逊表示，该举措已经促成了 375 项变更。)

**For Jassy, who took over from Jeff Bezos four years ago, the goal has been to restore the urgency and discipline that once defined Amazon's DNA and had begun to atrophy, following a period of stratospheric growth and then massive losses as the bottom fell out of the pandemic-era boom.**
(对于四年前从 Jeff Bezos 手中接过指挥棒的 Jassy 来说，目标是恢复曾经定义亚马逊 DNA 的紧迫感和纪律性，这些紧迫感和纪律性在经历了爆炸式增长，然后在疫情时代繁荣的底部崩溃时遭受了巨大损失之后，已经开始萎缩。)

**It's about getting Amazon back to what made it so successful in the first place.**
(这是为了让亚马逊回到最初使其如此成功的原因。)

**As Jassy explained at an internal all-hands earlier this year, a record of which was obtained by Business Insider: "We want to operate the world's largest startup at our size — that has not been done before. It is hard to do, but it is doable."**
(正如 Jassy 在今年早些时候的一次内部全体员工会议上解释的那样，Business Insider 获得了会议记录：“我们希望在我们这个规模上运营世界上最大的初创公司 —— 以前从未有人这样做过。 这很难做到，但这是可以做到的。”)

**By many measures, the reset is working. Amazon's stock is up more than 30% over the past year, outperforming the tech-heavy Nasdaq. Amazon's profit per employee rose to $44,100 last year — more than five times the 2022 figure.**
(从许多方面来看，重置正在发挥作用。 亚马逊的股价在过去一年中上涨了 30% 以上，跑赢了科技股云集的纳斯达克指数。 亚马逊去年的员工人均利润增至 44,100 美元 —— 是 2022 年数据的五倍多。)

**"During the pandemic, I think creativity suffered to some extent, and for sure the cohesive culture that was peculiar to Amazon also suffered," Babak Parviz, a former Amazon vice president who is now running his own AI healthcare startup NewDays, told Business Insider. "Andy is rightfully focusing on making sure that the Amazon culture is maintained and thriving, and it doesn't dissipate away."**
(前亚马逊副总裁、现任人工智能医疗保健初创公司 NewDays 负责人的 Babak Parviz 告诉 Business Insider：“在疫情期间，我认为创造力在某种程度上受到了影响，而且肯定的是，亚马逊特有的凝聚力文化也受到了影响。 “Andy 理所当然地专注于确保亚马逊文化得到维护和发展，并且不会消散。”)

**And under Jassy's leadership, Amazon has been at the forefront of corporate America's cultural shift. Meta, Google, and Microsoft have all tightened their performance expectations, though their return to the office mandates are still less strict than Amazon's. Old guard companies like AT&T have similarly taken a stricter stance on office culture.**
(在 Jassy 的领导下，亚马逊一直走在美国企业文化转型的前沿。 Meta、Google 和 Microsoft 都收紧了他们的业绩预期，尽管他们重返办公室的要求仍然不如亚马逊严格。 像 AT&T 这样的老牌公司也对办公室文化采取了更严格的立场。)

**"We want owners. What would I do if this was my money?"**
(“我们想要主人翁精神。 如果这是我的钱，我会怎么做？”)

**As Jassy enters his fifth year leading Amazon, his leadership has been defined less by any single product or splashy hire, but rather by his revamp of Amazon's culture as he tries to recapture Bezos' "always Day 1" mindset and position the tech giant to thrive.**
(随着 Jassy 进入领导亚马逊的第五个年头，他的领导力的定义更多地在于他对亚马逊文化的改造，而不是任何单一产品或引人注目的招聘，因为他试图重新获得 Bezos 的“始终是第一天”的心态，并使这家科技巨头蓬勃发展。)

**A close reading of that effort — Jassy's hardline approach to employee management and of his laser focus on a more nimble, do-more-with-less culture — has created a playbook that leaders of companies large and small could study, even if not everyone would embrace his approach.**
(仔细阅读一下这项努力 —— Jassy 对员工管理的强硬态度以及他对更灵活、以更少的资源做更多事情的文化的关注 —— 创造了一本大大小小的公司领导者都可以学习的剧本，即使不是每个人都会接受他的方法。)

**Amazon's return to a hardcore mindset was born out of a growing concern among Jassy and his top brass that the tech giant's famously scrappy, ruthlessly efficient culture had taken a hit during the company's years of explosive growth, according to people familiar with their thinking.**
(据熟悉他们想法的人士透露，亚马逊重返铁杆思维源于 Jassy 及其高层日益增长的担忧，即这家科技巨头以其着名的精打细算、无情高效的文化在公司爆炸式增长的几年中受到了打击。)

**Layers of bureaucracy, which had settled like sediment as the company continued to grow, were slowing things down, struggling initiatives needed to be streamlined, and a flexible work-from-home policy meant that a lot of employees who'd joined during and after the pandemic had never been properly integrated into Amazon's way of doing things.**
(随着公司的持续发展，像沉积物一样沉淀下来的官僚主义层层叠叠，正在减缓事情的进展，陷入困境的举措需要简化，而灵活的在家工作政策意味着许多在疫情期间及之后加入的员工从未真正融入亚马逊的做事方式。)

**Jassy zeroed in on the need to focus on culture early on in his tenure as CEO. But it was a few years before he and his senior leadership were able to do much about it, according to Drew Herdener, the company's senior vice president of communications and corporate responsibility.**
(据该公司负责传播和企业责任的高级副总裁 Drew Herdener 称，Jassy 在担任 CEO 的早期就敏锐地意识到需要关注文化。 但他和他的高级领导层花了几年时间才能对此采取行动。)

**Even as Amazon experienced massive growth, Jeff Bezos cultivated a scrappy, "always Day 1" mindset. Rodin Eckenroth/WireImage**
(即使亚马逊经历了大规模增长，Jeff Bezos 仍然培养了一种精打细算的“始终是第一天”的心态。 Rodin Eckenroth/WireImage)

**Since taking over from Bezos, Andy Jassy has reinforced Amazon's 'hardcore' work culture. Michael Buckner/Variety via Getty Images**
(自从接替 Bezos 以来，Andy Jassy 加强了亚马逊的“硬核”工作文化。 Michael Buckner/Variety via Getty Images)

**Back in the summer of 2021, when Jassy replaced founder Jeff Bezos and became Amazon's second-ever CEO, the tech giant was expanding at a breakneck pace. A hiring spree of historic proportions had minted Amazon as the second biggest private employer in the US, after Walmart. The company was also on track to eclipse Walmart as the world's largest retailer outside China, with a delivery network to rival UPS.**
(早在 2021 年夏天，当 Jassy 接替创始人 Jeff Bezos 并成为亚马逊有史以来第二任 CEO 时，这家科技巨头正以惊人的速度扩张。 具有历史意义的招聘狂潮使亚马逊成为美国第二大私营雇主，仅次于沃尔玛。 该公司也有望超越沃尔玛，成为中国以外世界上最大的零售商，其交付网络可与 UPS 媲美。)

**Over the next three years, Amazon went on a rollercoaster of devastating losses and extraordinary gains.**
(在接下来的三年里，亚马逊经历了毁灭性损失和非凡收益的过山车。)

**In late 2022, as the bottom fell out of the pandemic boom, Amazon became the first company to shed $1 trillion in market value — a figure just shy of the entire value of Alphabet, Google's parent company. Senior executives had been leaving in droves, and an internal report at the time, seen by Business Insider, bluntly warned that Amazon's public image was "in need of immediate, significant repair."**
(2022 年底，随着疫情繁荣的底部崩溃，亚马逊成为第一家市值蒸发 1 万亿美元的公司 —— 这一数字仅略低于谷歌母公司 Alphabet 的全部价值。 高级管理人员成群结队地离开，当时 Business Insider 看到的一份内部报告直言不讳地警告说，亚马逊的公众形象“需要立即进行重大修复”。)

**Michael Batnick, director of research at Ritholtz Wealth Management, even floated the idea on CNBC that Bezos might need to return as CEO "to steady the ship."**
(Ritholtz Wealth Management 研究主管 Michael Batnick 甚至在 CNBC 上提出了 Bezos 可能需要作为 CEO 回归“以稳定局势”的想法。)

**But by the summer of 2024, Amazon had laid off nearly 30,000 employees, streamlined its cost structure, and downsized a number of projects, including its moonshot lab Grand Challenge. Amazon had not only stemmed its losses but surpassed a $2 trillion market cap, and Jassy was being credited with an extraordinary turnaround.**
(但到 2024 年夏天，亚马逊已经裁掉了近 30,000 名员工，简化了其成本结构，并缩减了包括其登月实验室 Grand Challenge 在内的许多项目。 亚马逊不仅止住了损失，而且超过了 2 万亿美元的市值，Jassy 因此获得了非凡的扭亏为盈的赞誉。)

**Once the dust had settled, there was a sense that Amazon would need to better integrate the surge of new hires from the early days of the pandemic into Amazon's corporate culture.**
(一旦尘埃落定，人们感觉到亚马逊需要更好地将疫情早期的涌入的新员工融入亚马逊的企业文化。)

**One former executive noted that maintaining Amazon's famed memo-writing culture was especially challenging for new hires more accustomed to PowerPoint presentations. Many also struggled to fully embrace the company's Leadership Principles, which are deeply embedded in how Amazon operates. Productivity slipped, and as Jassy puts it, "riffing" on new ideas got harder with remote work. While it reached record profits, Amazon grappled with the layers of bureaucracy and the growing perception of falling behind in AI.**
(一位前高管指出，对于更习惯于 PowerPoint 演示文稿的新员工来说，维护亚马逊著名的备忘录文化尤其具有挑战性。 许多人也难以完全接受公司的领导力原则，这些原则深深地融入了亚马逊的运营方式。 生产力下降，正如 Jassy 所说，远程工作使得“即兴创作”新想法变得更加困难。 虽然亚马逊实现了创纪录的利润，但它仍在努力应对官僚主义的层层叠叠以及在人工智能领域落后的日益增长的观念。)

**"It was more difficult to make sure that the new employees really understood what the culture was, just because it was growing so fast." Parviz said.**
(Parviz 说：“更难确保新员工真正了解什么是文化，仅仅是因为它增长得太快了。”)

**By last fall, Jassy was pressing that culture reset and his war on Amazon's bureaucracy into full throttle.**
(到去年秋天，Jassy 正在全力以赴地推动文化重置和他对亚马逊官僚主义的战争。)

**Aglimpse into Amazon's more disciplined, hardcore culture came in July, when an Amazon advertising director sent senior managers a sharply worded email titled "Raising Our Leadership Standard."**
(亚马逊更加有纪律性的铁杆文化的一个瞥见出现在 7 月，当时一位亚马逊广告总监向高级经理们发送了一封措辞严厉的电子邮件，题为“提高我们的领导标准”。)

**Amazon wanted to see "higher productivity" and "more competitive leadership roles," he wrote, according to the email obtained by Business Insider. "I need every leader on this team to step into the arena and commit to this higher standard. If they can't or won't, I need them to leave ASAP."**
(根据 Business Insider 获得的电子邮件，他写道，亚马逊希望看到“更高的生产力”和“更具竞争力的领导职位”。 “我需要这个团队的每位领导者都进入竞技场并致力于更高的标准。 如果他们不能或不会，我需要他们尽快离开。”)

**Amazon's spokesperson told Business Insider that the email is "unrelated to or reflective of Andy's strengthening our culture and teams initiative." Instead, Amazon's culture has always been "performance-driven and fast-paced" and the company is "getting back to our roots," the spokesperson said.**
(亚马逊的发言人告诉 Business Insider，该电子邮件“与 Andy 加强我们的文化和团队的举措无关或反映该举措”。 相反，亚马逊的文化一直是“以绩效为导向且节奏快”，该公司正在“回归我们的根源”，发言人说。)

**"It's unsentimental," says one former executive. "If numbers don't work, they just move on."**
(一位前高管说：“这没什么感伤的。 “如果数字不起作用，他们就会继续前进。”)

**In staff meetings, company executives hammer home the importance of frugality, making it a recurring theme in internal discussions and decision-making.**
(在员工会议上，公司高管们反复强调节俭的重要性，使其成为内部讨论和决策中的一个反复出现的主题。)

**"We want owners," Jassy said at a company staff meeting earlier this year, a record of which was obtained by Business Insider. "What would I do if this was my money?"**
(Jassy 在今年早些时候的一次公司员工会议上说：“我们想要主人”，Business Insider 获得了会议记录。 “如果这是我的钱，我会怎么做？”)

**The best leaders, Jassy stressed, are those who "get the most done with the least amount of resources required to do the job."**
(Jassy 强调，最好的领导者是那些“以最少的资源完成最多工作的人”。)

**Amazon has also revamped its compensation system to reward high performers more directly. The new structure puts greater emphasis on an employee's performance history, with those earning top marks for four consecutive years now eligible for pay increases that exceed the standard compensation bands.**
(亚马逊还改进了其薪酬体系，以更直接地奖励高绩效员工。 新的结构更加重视员工的绩效历史，连续四年获得最高分的员工现在有资格获得超过标准薪酬范围的加薪。)

**Jassy's latest push has been to reinforce Amazon's operating DNA, which centers on the company's Leadership Principles — the 16 core values that shape decision-making at every level and are deeply embedded in how Amazon operates.**
(Jassy 的最新举措是加强亚马逊的运营 DNA，该 DNA 以公司的领导力原则为中心 —— 这 16 个核心价值观塑造了各个级别的决策，并深深地融入了亚马逊的运营方式。)

**This year, the company formally incorporated adherence to those principles into performance reviews for the first time, tying them directly to pay and promotions. That followed a new video series Jassy launched last year, breaking down each principle, from "Customer Obsession" and "Frugality" to "Disagree and Commit."**
(今年，该公司首次正式将遵守这些原则纳入绩效评估，将其与薪酬和晋升直接联系起来。 在此之前，Jassy 去年推出了一系列新视频，详细介绍了每项原则，从“客户至上”和“节俭”到“不同意并承诺”。)

**"I've been at Amazon now for 27 years, and I can tell you that I still consider myself a student of our Leadership Principles," Jassy wrote in a note announcing the launch of an internal video series explaining his take on each LP. "I work hard at it every day."**
(Jassy 在一份宣布推出内部视频系列的说明中写道：“我在亚马逊工作了 27 年，我可以告诉你，我仍然认为自己是我们领导力原则的学生。 “我每天都在努力。”)

**Many of these changes have come with headaches. The return-to-office rollout has been bumpy, with complaints about desk shortages and other logistical challenges.**
(其中许多变化都带来了麻烦。 重返办公室的推出一直磕磕绊绊，有人抱怨办公桌短缺和其他后勤挑战。)

**Complaints have also come from middle-managers, who say they're now spending far more time overseeing ever-larger teams, leading to longer hours and a drop in personal productivity.**
(中层管理人员也提出了抱怨，他们说他们现在花费更多的时间来监督更大的团队，导致工作时间更长和个人生产力下降。)

**Junior leaders say that major decisions are made by a tight-knit group of top Amazon leaders and that they are often kept out of the loop. Last year, for example, when Jassy announced a full five-day return-to-office mandate and a push to slim down middle management, multiple VPs told Business Insider that they learned about the changes from news reports.**
(初级领导者表示，主要决策是由一小群亚马逊高层领导者做出的，他们经常被排除在外。 例如，去年，当 Jassy 宣布全面强制执行每周五天重返办公室的规定并推动精简中层管理时，多位副总裁告诉 Business Insider，他们是从新闻报道中得知这些变化的。)

**"It's unsentimental," a former executive told Business Insider. "If numbers don't work, they just move on."**
(一位前高管告诉 Business Insider：“这没什么感伤的。 “如果数字不起作用，他们就会继续前进。”)

**Employees, meanwhile, complain that cost-cutting has veered into micromanagement.**
(与此同时，员工们抱怨说，削减成本已经变成了微观管理。)

**At AWS, some employees now report what percentage of their phone use is work-related, with the $50 monthly reimbursement adjusted proportionally. In retail, employees have complained they must now seek approval for business trips by outlining expected goals and projected returns. They also need to break down expenses by meal to give more details about their spending.**
(在 AWS，一些员工现在报告他们有多少百分比的电话使用与工作相关，每月 50 美元的报销额度会按比例调整。 在零售方面，员工们抱怨说，他们现在必须通过概述预期目标和预计回报来寻求批准出差。 他们还需要按餐分解费用，以提供有关其支出的更多详细信息。)

**Amazon CEO Andy Jassy and his wife Elana Jassy at the Sun Valley Conference in 2025.**
(亚马逊 CEO Andy Jassy 和他的妻子 Elana Jassy 出席 2025 年的太阳谷会议。)

**As CEO, Jassy has slashed layers of management and sent his 350,000 corporate employees back to the office five days a week. Kevin Dietsch/Getty Images**
(作为 CEO，Jassy 已经削减了管理层级，并将他的 350,000 名公司员工送回办公室，每周工作五天。 Kevin Dietsch/Getty Images)

**Many Amazon employees say they fear for their job security — especially after Jassy's recent prediction that "efficiency gains" accomplished with AI would lead to an even smaller white-collar workforce. "It's just really hard for people to show up at work and be all-in knowing tomorrow might be the last day at work," a current Amazon executive told Business Insider.**
(许多亚马逊员工表示，他们担心自己的工作保障 —— 尤其是在 Jassy 最近预测人工智能实现的“效率提升”将导致白领员工队伍进一步缩小之后。 一位亚马逊现任高管告诉 Business Insider：“人们很难上班并全力以赴，因为他们知道明天可能是上班的最后一天。”)

**AI is already being jammed into every corner of the business, adding to the pressure, employees say. Some teams now track performance by how frequently staff use AI tools, while others treat having an AI project as little more than a box to tick. Several employees describe the result as "AI fatigue."**
(员工们说，人工智能已经挤进了业务的每一个角落，增加了压力。 一些团队现在通过员工使用人工智能工具的频率来跟踪绩效，而另一些团队则将拥有人工智能项目视为只不过是一个需要勾选的方框。 一些员工将结果描述为“人工智能疲劳”。)

**Other Amazonians Business Insider spoke to give Jassy credit for being personable and operating with a more people-focused leadership style. One former executive recalled Jassy taking time during meetings to get to know him personally, a gesture that earned his respect.**
(Business Insider 采访的其他亚马逊员工赞扬 Jassy 为人随和，并以更以人为本的领导风格进行运营。 一位前高管回忆说，Jassy 在会议期间抽出时间亲自了解他，这一举动赢得了他的尊重。)

**"That level of care to make it more humane is a tremendous motivator," the person said.**
(该人士说：“这种使其更人性化的关怀程度是一种巨大的动力。”)

**Jassy's cost discipline also reflects a deeper shift in Amazon's philosophy. Unlike Bezos, who spread bets widely across hundreds of projects — from satellite internet to healthcare moonshots — Jassy prefers to concentrate on a few dozen initiatives he considers big bets, according to people familiar with his work.**
(据熟悉他工作的人士透露，Jassy 的成本控制也反映了亚马逊哲学的更深层次的转变。 与 Bezos 不同，Bezos 将赌注广泛分散在数百个项目上 —— 从卫星互联网到医疗保健登月计划 —— Jassy 更喜欢专注于他认为是大赌注的几十个举措。)

**"Jassy wants to focus on things that Amazon is uniquely positioned to do a good job on," one former VP said.**
(一位前副总裁说：“Jassy 希望专注于亚马逊有独特优势可以做好事情的事情。”)

**Amazon's CEO has grown skeptical of an internal metric known as downstream impact, or DSI, the same former VP said. This measure attempts to estimate a project's lifetime value using imprecise indicators, such as how Alexa might indirectly boost the number of shoppers on Amazon. The voice assistant, once a flagship product, was among the first units to be downsized under Jassy due to its mounting losses and the team's failure to build a sustainable business model.**
(同一位前副总裁说，亚马逊的 CEO 越来越怀疑一种被称为下游影响或 DSI 的内部指标。 该指标试图使用不精确的指标来估计项目的终身价值，例如 Alexa 如何间接增加亚马逊上的购物者数量。 语音助手曾经是旗舰产品，但由于其不断增加的损失以及团队未能建立可持续的商业模式，它是 Jassy 领导下首批被缩减的部门之一。)

**In recent years, Jassy has shown particular support for high-margin businesses such as cloud computing and advertising, this person added. Under his leadership, Amazon introduced ads to its video streaming service and ramped up investment in cloud data centers.**
(该人士补充说，近年来，Jassy 特别支持云计算和广告等高利润业务。 在他的领导下，亚马逊在其视频流媒体服务中引入了广告，并加大了对云数据中心的投资。)

**Amazon's spokesperson told Business Insider that the company is "pursuing as many if not more projects in more focused areas," and the pace of innovation is only accelerating under Jassy. The leadership team is improving its "analysis of DSI" and has no plans to stop measuring it, the spokesperson added.**
(亚马逊的发言人告诉 Business Insider，该公司“正在更集中的领域追求尽可能多的项目，甚至更多”，而且在 Jassy 的领导下，创新步伐只会加快。 发言人补充说，领导团队正在改进其“对 DSI 的分析”，并且没有停止衡量它的计划。)

**Still, with so much focus on cost cutting, there's mounting worry among Amazon's rank and file that Amazon is not doing enough to appeal to top talent and position itself as a great place to work. (Amazon's spokesperson disputed this, saying that "interest in joining Amazon remains as strong as it's ever been.")**
(尽管如此，由于如此专注于削减成本，亚马逊普通员工越来越担心亚马逊没有采取足够的措施来吸引顶尖人才并将自己定位为一个伟大的工作场所。 (亚马逊的发言人对此提出异议，称“加入亚马逊的兴趣仍然像以往一样强烈。”))

**That worry dates back to late last year, just as Jassy's reset plan was coming into focus. An internal document created by Amazon's recruiting team and obtained by Business Insider noted that the rigid RTO mandate and the company's unique pay model are making it harder to recruit "high demand" talent.**
(这种担忧可以追溯到去年年底，当时 Jassy 的重置计划正开始受到关注。 亚马逊招聘团队创建并由 Business Insider 获得的一份内部文件指出，严格的 RTO 指令和公司独特的薪酬模式使得招聘“高需求”人才更加困难。)

**"GenAI hiring faces challenges like location, compensation, and Amazon's perceived lag in the space," the document said. "Competitors often provide more comprehensive and aggressive packages."**
(该文件称：“GenAI 招聘面临诸如地点、薪酬以及亚马逊在该领域被认为落后的挑战。 “竞争对手通常提供更全面、更积极的方案。”)

**One Amazon recruiter told Business Insider that a growing number of job candidates last year had cited Amazon's RTO policy when declining offers.**
(一位亚马逊招聘人员告诉 Business Insider，去年越来越多的求职者在拒绝offer时提到了亚马逊的 RTO 政策。)

**"We are losing out on talent," this person said.**
(该人士说：“我们正在失去人才。”)

**Eugene Kim is Business Insider's Chief Tech Correspondent.**
(Eugene Kim 是 Business Insider 的首席科技记者。)

**Business Insider's Discourse stories provide perspectives on the day's most pressing issues, informed by analysis, reporting, and expertise.**
(Business Insider 的 Discourse 故事提供了对当天最紧迫问题的看法，这些看法基于分析、报告和专业知识。)

**Amazon**
(亚马逊)

**Jeff Bezos**
(Jeff Bezos)

**(原文链接：https://share.google/JMiaydLYw6gmA8x4K)**

### 雨生深度解读：

1.  **降本增效是永恒的主题：** 亚马逊这次“硬核”文化重塑，说白了就是为了降本增效。 砍掉管理层级、监控员工电话使用、强制 RTO，一切都是为了榨干员工的剩余价值，让公司利润最大化。 这点，咱出海企业要学着点，别总想着烧钱扩张，精细化运营才是王道。

2.  **文化建设是把双刃剑：** 亚马逊的“狼性”文化，曾经是它成功的关键。 但过度强调狼性，也容易导致员工压力过大、创新力下降。 出海企业在文化建设上，要找到平衡点，既要保持团队的战斗力，也要关注员工的身心健康。

3.  **AI 驱动效率提升：** 亚马逊也在大力拥抱 AI，希望通过 AI 提升效率、降低成本。 但员工们也出现了“AI 疲劳”，说明 AI 的应用并非万能。 出海企业要理性看待 AI，不要盲目跟风，要结合自身业务特点，找到最适合的 AI 应用场景。

雨生认为但亚马逊在AI人才方面的态度 和Meta 大相径庭。

### 出海行动指南：

1.  **精简团队，提升人效：** 别再迷信人多力量大，小而美的团队才是未来。 优化团队结构，提升员工技能，让每个人都能发挥最大价值。

2.  **拥抱 AI，降本增效：** 积极探索 AI 在出海业务中的应用，例如智能客服、AI 翻译、智能营销等，降低运营成本，提升用户体验。

3.  **打造积极向上的企业文化：** 关注员工的身心健康，营造积极向上的工作氛围，让员工在快乐工作的同时，也能为公司创造价值。

**互动环节：**

*   你认为亚马逊这次“硬核”文化重塑会成功吗？
*   你的公司有哪些降本增效的妙招？
*   你对 AI 在出海业务中的应用有什么看法？

欢迎在评论区分享你的观点和经验！

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