In 2020, during my third year at Salesforce, I was observing and reflecting on the way we built products to keep up with evolving customer needs and in alignment with our long term strategic objectives. The aim was to constantly improve, learning from both my own and others’ failures and successes. Beyond that, I was exploring external perspectives from other tech giants to incorporate their best practices. At the time, my team was implementing a new product operations and delivery framework based on SAFe (Scaled Agile Framework). While the intention was sound, given the nature and scale of programs we ran in the Business Technology organization, one of the biggest obstacles was that every team had their own version of Agile. Additionally, the extensive training and complexity of SAFe made it difficult to consistently “deliver small and often,” at least initially. I was not sure if that what was missing.
I wasn’t sure if that was a missing element. It felt like we operated in an environment where you could choose your own way of doing things, which is generally good. But if you’re in the “business of playing soccer”, you don’t want some people playing “rugby”. You also need to know the rules and boundaries of the field. You don’t want a situation where half your team is running with the ball in their hands, and the other half is kicking it with their feet. The company specific fundamental organizing philosophies to deliver products were missing.
That’s when I discovered the book “Working Backwards” by former Amazonians. The approach described in this book isn’t an Agile manual or an industry standard, but it played a role in Amazon’s growth into an eCommerce powerhouse. “Working Backwards” is a simple, lightweight, yet incredibly effective way of thinking and approaching your work. On a personal note, that book sparked my desire to work at Amazon (more on that in a separate post). In 2021, after an intensive 10 rounds of interviews for two different roles at the Devices team and Alexa Voice Services team, I landed my dream job.
I read the book twice—or rather, I listened to it first while hiking Mt. Whitney (more on that in a separate post). The second time, I read it at the library in Mill Valley, highlighting every concept and term, jotting down my thoughts on paper, and visualizing the process. This helped me internalize the knowledge, reflecting on how I would have delivered past products using this approach and how I would do so in the future.
“Working Backwards”
– is a product development process pioneered by Amazon. It emphasizes customer obsession by starting with the customer experience and working backward to define the product or service that will deliver that experience.
In the realm of corporate innovation, few companies have garnered as much attention and admiration as Amazon. Renowned for its customer-centric approach and rapid pace of innovation, Amazon has established a culture that is both distinctive and effective. This culture is meticulously examined in the book “Working Backwards: Insights, Stories, and Secrets from Inside Amazon,” authored by former Amazon executives Colin Bryar and Bill Carr. Their experiences provide invaluable insights into the operational philosophies that underpin Amazon’s success.
The Essence of Amazon’s Culture
At the heart of Amazon’s operational ethos lies a commitment to the customer. This principle drives the company’s decision-making processes and serves as the foundation for its innovative practices. Bryar and Carr, through their narrative, elucidate how Amazon’s culture fosters an environment where ideas can flourish, ultimately leading to groundbreaking products and services that resonate with customers.
One of the most pivotal concepts introduced in the book is the “Working Backwards” process. This method serves as a systematic approach to idea generation and product development, emphasizing the importance of starting with the customer experience and working backwards to define the necessary steps for realization. This approach has been instrumental in shaping many of Amazon’s major initiatives since 2004, making it a cornerstone of the company’s operational strategy.
Understanding the Working Backwards Process
The Working Backwards process is characterized by its structured methodology, which begins with a clear definition of the desired customer experience. This initial focus on the customer allows teams to align their efforts with the ultimate goal of enhancing customer satisfaction. Bryar and Carr detail how this process entails a rigorous evaluation of ideas, ensuring that only those with the potential to significantly improve the customer experience receive the green light for development.
A critical component of the Working Backwards process is the PR/FAQ document, which stands for press release and frequently asked questions. This document serves as a dual-purpose tool: the press release succinctly captures the essence of the product or service from the customer’s perspective, while the FAQ section provides a comprehensive overview of the operational considerations, challenges, and costs associated with bringing the idea to fruition.
The Role of the PR/FAQ in Decision-Making
The PR/FAQ is not merely a formality; it is a vital instrument for fostering a customer-centric mindset within the organization. By requiring teams to articulate the value proposition of their ideas in a clear and compelling manner, the PR/FAQ process compels them to critically assess the merits of their proposals. Executives frequently challenge teams with the question, “So what?”—a prompt that encourages them to justify the relevance and necessity of their innovations.
For a product to warrant development, it must demonstrate a meaningful improvement over existing offerings, whether in terms of speed, ease of use, affordability, or overall customer experience. If the PR/FAQ fails to convey a substantial advantage, the idea is typically deemed unworthy of pursuit.
The iterative nature of the PR/FAQ process is equally noteworthy. Bryar and Carr recount how teams often produce numerous drafts—sometimes exceeding ten—before reaching a final version that is presented to senior leadership. This iterative approach not only enhances the quality of the proposals but also fosters a culture of collaboration and continuous improvement within the organization.
The Broader Applications of the PR/FAQ Framework
While the PR/FAQ is primarily associated with product development, Bryar and Carr emphasize its versatility as a tool for a wide range of initiatives within Amazon. Whether it involves crafting new compensation policies or exploring strategic business ventures, the PR/FAQ framework can be adapted to suit various contexts. Once teams become accustomed to utilizing this tool, it becomes an integral part of their operational practices, often leading to its application in diverse scenarios across the organization.
Over time, the specifications for the PR/FAQ have been refined to enhance clarity and efficiency. The press release is typically limited to a few concise paragraphs, while the FAQ section is confined to five pages or less. This emphasis on brevity ensures that the focus remains on the essential elements of the proposal, rather than extraneous details. The goal is not to showcase the extensive work that has been done but to distill the critical thinking that has emerged from that effort.
As organizations across various sectors seek to emulate Amazon’s success, the insights gleaned from this book serve as a valuable guide. By prioritizing the customer experience and adopting structured, iterative processes for idea evaluation, companies can cultivate a culture of innovation that not only meets but exceeds customer expectations. In an ever-evolving marketplace, these principles are not merely advantageous; they are essential for sustained success.