powerpoint presentation on jeff bezos

• My presentations

Auth with social network:

Download presentation

We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!

Presentation is loading. Please wait.

Jeff Bezos.

Published by Katherine Harrell Modified over 6 years ago

Similar presentations

Presentation on theme: "Jeff Bezos."— Presentation transcript:

Best Buy Industry and Business Analysis

A Presentation by Markus Weber SS FFA 1 - Presentation of Topics.

Jeff is 37 years old He attend high Palmetto and graduated valedictorian He dreamt of being an astronaut or physicist He then went to Princeton.

E-Business Models. Learning Objectives  Identify the key components of e-commerce business models.  Describe the major B2C business models.  Describe.

Alex Aguila Co-founder of Alienware Report by Mitchell Marsh.

 Age: 47  Residence: Seattle, WA  Citizenship: United States  Marital Status: Married  Children: 4  Jeff Bezos worth 12.3 billion dollars, #43 on.

Amazon.com Source: About amazon.com Amazon.com, Inc. is a US-based multinational electronic commerce company. Headquartered in Seattle,Washington,

1. Table of Contents 2 Introduction Definition Brief history of e-commerce E-Commerce categories Benefits of e-commerce Company example References.

History of E-Commerce. E-Commerce Electronic (E) commerce The buying and selling of products or services over the Internet.

Goran Nagradic. History of the company  Amazon was born in 1995  Company was founded by Jeff Bezos  First name for the company was Cadabra (but it.

E-Commerce Company Project: Amazon.com By: Allison White.

Chapters 9 and 10 Daniel Parker. Chapter 9 Google Goes Public.

By: Shahd Ahmed Fernanda Mendee Pascual Garcia Speaking C Spring 2015.

Adriana Masnyj Raquel Flores Andrew MacDonald Christofer Russo.

Collecting and analyzing suggestions in a shop or event has never been easier.

Homework 1- Amazon. Company Overview Amazon.com Inc: – Sells books, music and many other items over the internet and is one of the pioneers of online.

Introduction to Entrepreneurship: It’s All About The Money, Right? By: Venture Highway.

How To Top Any Competitor Step 2: You get into their home to provide your “free education” and you show them solid data on home ownership, how it is definitely.

E-Marketing Strategic E-Marketing and Performance Metrics 2-1.

How Does Online Advertising Depend on Weather Conditions?

About project

© 2024 SlidePlayer.com Inc. All rights reserved.

• The Big Think Interview
• Your Brain on Money
• Explore the Library
• Will true AI turn against us?
• Do we have free will?
• Why are there conspiracy theories?
• Is religion helping or hurting us?
• Are we alone in the universe?
• Should we trust science?
• Michio Kaku
• Neil deGrasse Tyson
• Michelle Thaller
• Steven Pinker
• Ray Kurzweil
• Cornel West
• Helen Fisher
• Smart Skills
• High Culture
• The Present
• Hard Science
• Special Issues
• Starts With A Bang
• Perception Box
• Strange Maps
• The Learning Curve
• Everyday Philosophy
• Free Newsletters
• Memberships

Jeff Bezos and the End of PowerPoint

So we live in a time when we look for wisdom from mega-entrepreneurs. I admit that they’re usually really smart and fascinating–not to say full of contradictions. Peter Thiel, for one, tells talented young people to skip college and get right down to entrepreneuring, while at the same time being convinced of the enduring relevance for his business and personal life of the philosophers Rene Girard and Leo Strauss–both of whom he learned about in college.

 The mega-entrepreneur of the year is probably Jeff Bezos, who founded Amazon and very recently bought the Washington Post . Certainly lots of people are focusing their hopes and fears on what Bezos might do next.

 Here’s one hopeful sign: Bezos has put PowerPoint out of his business . One reason is that he has a humane man’s aversion to cruelty. Think about how much time sophisticated Americans have spent enduring the torture of literally billions and billions of PowerPoint presentations over the last couple of decades. Where PowerPoint goes, intellectual enjoyment disappears. From my perspective as a teacher, what I mostly see is that PowerPoint makes both teachers and students lazy, as “coherent narratives” are transformed into bullet points. The era of PowerPoint is also the era of the buzzword or buzz-phrase, such as “disruptive innovation.” It is also, of course, the era of management-speak, “branding,” and such.

(Now my techno-savvy colleagues might well reply that the real issue is that I’m too old, stupid, and lazy to be an effective PowerPointer.  I admit I’ve done nothing to prove them wrong.)

 Bezos demands that his employees not use PowerPoint. Instead, they’re required to write “6-page narrative memos.” Before the meeting begins, everyone takes the time to read the whole memo. That, of course, doesn’t take that long, and reading, more than listening, focuses attention on actual arguments. And, of course, the person who writes the memo has to make make sense or be subject to attack, ridicule, or even being fired. Bezos has returned us to the obvious thought that the point of sentences and paragraphs and such is to facilitate clear and critical thinking.  He noticed that too many of his employees were having so much fun designing PowerPoint slides that they were forgetting to think.

 The truth is, of course, that PowerPointing, tweeting, texting, and even emailing and blogging have been hell on thinking. 

(Yes, blogging.  Many erudite scholars have questioned my obsession with getting ill-considered and error-filled ideas out there through the blog.  Blogging can only be justified by the evangelical impetus to spread the good [and bad] news before it’s too late.)

We can thank Bezos for reminding us of one point among many of a liberal education. Much of that education in philosophy, literature, political philosophy, theology, and so forth involves writing short essays. In the best case, those essays make an argument based on an argument, often embodied in a literary narrative. Now someone could object that it’s not “critical thinking” merely to repeat what Socrates or Shakespeare say. But it turns out that you have to be very attentive and patient to figure out what they’re saying, and that focused attention on reading and leisurely thinking about what you’re read actually gets your mind to work the way it should. The repetition of what Socrates says by another person is never simply a repetition.  (If you read closely, you can even notice that when Socrates says he’s repeating himself he’s not really repeating himself.)

 An argument isn’t only a matter of “logic,” but a nuanced attention to psychological detail and, more generally, actually seeing for yourself what people and the world are like. It turns out that the best philosophers, poets, and so forth are actually more empirical than the rest of us. And it’s great to see that the employees at Amazon are being led in a genuinely empirical direction.

What’s the takeaway for teaching?  Well, maybe every professor should have to provide students with a 6-page essay he’s written on the relevant material each class.  That might lead students to treat professors too much like employees.  They already think of themselves too much as consumers.  But still, surely this “teaching method” might be defended as better than lecturing or PowerPointing.  It would also remedy the current oversupply of college teachers.

Maybe students should have to write a well-crafted 6-page “narrative memo” every week.  And class time would be all about talking about what each student wrote.  Our educational system would have to be innovatively disrupted–in ways that might be more expensive (but at least the money would be focused on learning)–to make that possible.  We could tell the students and the other relevant “stakeholders” that we’re getting them ready to work at Amazon.

 Let’s hope that the disruptive innovator Bezos has shown us the beginning of the end of PowerPoint

How to make PowerPoint Presentation using Jeff Bezos’ top 5 ideologies.

Jeff Bezos is one of the world’s wealthiest men. Former CEO, currently Executive Chairman of Amazon, one of the world’s most successful firms. It’s no exaggeration to suggest that without Bezos, Amazon would not have accomplished the extraordinary transition from a garage-based bookseller to a multibillion-dollar technological corporation.

Today, I will show you how to replicate his ideologies for your PowerPoint Presentation.

5 Ideologies of Jeff Bezos

       1. problems can be solved through thought.

Bezos was one of the first people to believe in the potential of innovation. He used to spend his summers on his grandfather’s tiny ranch in Texas, where they would mend anything that required fixing, including large undertakings like rebuilding an old tractor. His grandfather experienced the cutting edge of technology when he lost a thumb in a car accident and had to have it replaced with a skin graft. It’s a story that Bezos continues to tell to this day.

See your PowerPoint as a problem-solving opportunity. Understand the problem you can mitigate and present your deck.

The customer/ audience is always right, for now

Bezos’ bottom line is the client, shaped by his experience transitioning from banking to hand-packing books on his hands and knees.

Tom Alberg , a former Amazon director, says Bezos was “born with a customer gene,” adding that “he really wants to make a difference in the world, and in his mind, it translated into gratifying consumers.” And if you make money, you’ll be able to do more.”

In practice, Natalie Berg , a retail analyst, describes how this obsession works like a “flywheel,” with a “relentless focus on customers” attracting more customers to the site, which in turn attracts more sellers, who in turn attract a greater selection for customers, enhancing the customer experience”.

Now, how do you use the customer-first approach in the presentation?

Understand the audience before preparing your PowerPoint Presentation design . Your tone of the presentation and the way it is presented should resonate with their interests.

You’ll never be guilty for your attempts

A healthy attitude toward regret goes hand-in-hand with having no fear of failure. During an interview with Mathias Döpfner , the CEO of publishing house Axel Springer, Bezos laid out his case.

“When you think about the things you’ll regret when you’re 80, the things you didn’t do almost always come to mind. It’s a case of omission. You will rarely regret something you did that failed, didn’t work, or whatever.”

So, squeeze out your creative power and come up with innovative ideas to make the presentation unique. Do rehearsals to understand how it will go.

You can download the free templates here:   Free Slides

Speak your mind

While Bezos’ biographer Brad Stone claims that the Amazon CEO isn’t a democrat when it comes to having the last say in the boardroom, he does expect an open discussion. Amazon, according to John Rossman, was unlike any other company in this regard. “Most other organizations don’t engage in active debate; people keep their true positions hidden. They don’t lead with customer obsession, data, or respect for the decision-maker, and when a decision is made, they’re usually passive-aggressive if they don’t agree with it and thus don’t fully buy into making the decision successful.”

Whether your presentation is going to be a business idea pitch or anything else, ultimately it is supposed to persuade the audience to arrive at a decision. Build a connection with them to influence their final decision..

Be competitive

Bezos’ work is marked by a “strong competitiveness.” Brad Stone cites the birth of Alexa at a period when Apple already had Siri and Google had a strong voice recognition capability. “By all indications, Amazon did not deserve to be first in this category… Jeff was essentially Alexa’s project manager, and in the blink of an eye, the Alexa division got 10,000 or more people working on it because he didn’t want Amazon’s competitors to gain ground.”

What do you understand from this? Be competitive. Though you are the only person delivering the presentation, strive to be the best version of yourself and your company. Be your own competitor. Analyze your previous performances and improve.

That’s it. The easiest way to make sure you do it right is to get an expert with you. Visual Spiders is a top PowerPoint Presentation design agency that has helped several fortune 500 companies with its google slides and PowerPoint design services.

Check out the services we offer for you and decide if we could help you achieve your business goals.

Related Content: Top 10 PowerPoint Presentation tips inspired from Steve Jobs presentation

• 10 Presentation blunders
• Audience Hates
• Best Tactics for design slides
• Bill Gates' persuasive techniques in PowerPoint Presentation
• Business Slides
• Creative PowerPoint Presentation
• Global warming
• Good presenter
• Google slides
• Infographic presentation
• Nancy Duarte's concepts
• Power of Online marketing
• Powerpoint Presentation
• PowerPoint presentation designs
• Presentation Design Agency
• Presentation Inspiration
• Presentation techniques
• Presentation Templates
• Quality Checks
• Steve Jobs Presentation
• Sundar Pichai's Top Tips
• Technology and Innovation
• Uncategorized
• Video Presentations

Recent Posts

The Importance of Corporate Presentations and Essential Tips for Creating Them

Revolutionary PowerPoint design for effective presentation

Elevate Your Business From Visualspiders

Visualspiders, your preferred presentation design organization, can help you enhance your corporate presentations

Unleashing Innovation: How AI Tools Redefine PowerPoint Presentations

Crossing Borders: How International Conflicts and War Between Countries Influence World Economy and International Business

Ready to work with us, [email protected].

Sell your ideas through powerful Visual Stories and unique Powerpoint Presentation Design creations that are crafted to perfection

Quick Links

Powerpoint presentation services | presentation design services, @2022 visual spiders | all rights reserved.

Jul 22, 2014

160 likes | 637 Views

Jeff Bezos. Childhood . Jeffrey P. Bezos was born in Albuquerque, New Mexico He showed that he had mechanical skills for example he unbuild and rebuild +. Early Career. Jeff Bezos found a job on Wall street after graduation studying market trends just as it started to get popular.

Share Presentation

• mechanical skills
• business history
• online book store
• international trade network

Presentation Transcript

Childhood • Jeffrey P. Bezos was born in Albuquerque, New Mexico • He showed that he had mechanical skills for example he unbuild and rebuild +

Early Career • Jeff Bezos found a job on Wall street after graduation studying market trends just as it started to get popular. • He jumped around from job to job • He went to Fital a company trying to start A international trade network • Then he went to bankers trust . • After that he when to D.E Shaw were He made it all the way up to vice president

After that he when to D.E Shaw were He made it all the way up to vice president • He quickly had a change of heart that would change his life and business History. • He looked at what other websites mistakes and noticed that there was no online book store

• More by User

Jeff Nourse

Jeff Nourse has more than fifteen years experience in the spa industry. A highly successful entrepreneur, Jeff Nourse started the largest and most profitable chain of medical spas in North America. His businesses excel because he hires the best staff, and uses the best equipment, that are available. Jeff Nourse is using his background as he launches a new endeavor, the New You Spa.

267 views • 5 slides

Jeff Akstin

Invest in Land always gives benefit, land goes up in value and requires no maintenance. We can increase the value very quickly by adding a fence, have a survey, improve the road, bring in electric and more..http://jeffakstin.tumblr.com/

239 views • 6 slides

Amazon, an online bookstore, was officially opened on 6 July 1995 by Jeff Bezos in US.

Brief History. Amazon.com, an online bookstore, was officially opened on 6 July 1995 by Jeff Bezos in US.

302 views • 12 slides

Jeff Wall. Vancouver Artist: . Rhyne Simpson Art 106: Electronic Media UNC-Chapel Hill. Background: Jeff Wall. Born: Sept. 29, 1946 Nationality: Canadian Field: Photography, Photoconceptualism Training: MA in Arts History, Univ. of British Columbia ( 1970)

2.72k views • 38 slides

Jeff Alu. (in his own words). Overview.

385 views • 21 slides

Jeff Capobianco

Jeff Capobianco. National Council for Behavioral Healthcare University of Michigan. About the Center .

364 views • 23 slides

Jeffrey Bezos

Jeffrey Bezos. Cody Reeves and Ashley Adams . Amazon.com . Jeffrey Bezos first opened Amazon.com in July 1995. T hree different customer sets: consumers, sellers, and developers. Started as an online bookstore, but soon diversified. Worlds largest online retailer.

1.82k views • 158 slides

Jeff Hippen

Jeff Hippen. Get Comfortable with the iPad Learn some cool iPad Skills Have fun in a relaxed, hands-on learning environmet . Introduction. Which One Do I Buy? . Models & Prices. Data Plans. Warranty. Limited Warranty

910 views • 79 slides

About Jeff Bezos

About Jeff Bezos. Born January 12, 1964 in Albuquerque, NM Frequented his grandfather’s ranch in Texas Graduated Valedictorian at Palmetto Senior High School Attended Princeton University Graduated: 1986 Founded Amazon.com in 1994 Net worth today: $36 Billion. Background of Company.

5.5k views • 12 slides

Jeffrey Preston Bezos

Jeffrey Preston Bezos. By: Stephen White. Biographic History. Jeff was born in Albuquerque, New Mexico on January 12, 1964 Raised by a teenage single mother. Always did well with electronics. Graduated from Princeton University Founded Amazon in 1994. Other Activities. Hiking

477 views • 9 slides

Amazon founder and CEO Jeff Bezos By isaac

Amazon founder and CEO Jeff Bezos By isaac. I got the idea to start Amazon 16 years ago. I came across the fact that Web usage was growing at 2,300 percent per year. I’d never seen or heard of anything that grew that fast, and the idea of building an online bookstore with millions of titles .

741 views • 46 slides

Jeff Bezos. Amazon. Why do we care / What is their business. Made online shopping Top of selling things and buying things. You can find anything Cheap Easy to order things. Where were they born. Jeffrey Preston Jorgensen Born: January 12, 1964 (age 50 ) Albuquerque ,New Mexico ,U.S.

4.35k views • 11 slides

Advanced Satellite Products Branch at the Cooperative Institute for Meteorological Satellite Studies (CIMSS) University of Wisconsin-Madison.

221 views • 1 slides

Jeff Mausbach

TintoNegro , meaning black wine in Spanish, is meant to celebrate the essence of Malbec in Mendoza. Known for its dark, blackish color Malbec is definitely a Tinto Negro.

259 views • 13 slides

Things that make Amazon’s Jeff Bezos,

Jeffrey Preston "Jeff" Bezos is an American entrepreneur and investor. He is a technology entrepreneur who has played a role in the growth of e-commerce as the founder and CEO of Amazon.com.

461 views • 27 slides

Jeff Bezos becomes world's richest person

Amazon's Jeff Bezos unseats Bill Gates to become the world's richest person.

1.48k views • 11 slides

Amazon, a successful ecommerce company was founded in 1955 by Jeff Bezos

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact [email protected] www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 International Business CASE STUDY (20 Marks) Amazon, a successful ecommerce company was founded in 1955 by Jeff Bezos, in Washington. It began operating with only one book sales store. Now it extends to a very wide range of other products, including DVS, music CDs, computers, electronics, clothing, furniture, etc. The founder of Amazon took full advantage of changes in technology. Since a number of publishers and titles were existing and there was a poor structure of the traditional books market, the idea of setting up an online virtual bookstore that gave the biggest choice of products to the world came forth In addition; Amazon developed a client’s interface to seek the consumer’s experience for improvement and maintained a data base to know more about its customers. Amazon acquired most of its online music store rivals and started marketing online as well as offline. Amazon launched the innovative and bold marketing strategy to provide customer with free delivery service and free shipping service. Amazon’s objective was to maintain its free and fast delivery policy even at low profit margins. The price of Amazon online products generally reduced by about 10%.Therefore out of 40 million customers, 30% customers was online customers. For this reason Amazon founder confidently declared “Perhaps consumers will go to physical store shopping, but certainly not because of the price”. Answer the following question. Q1. Give an overview of the case. Q2. What were the reasons for going online for the sale of books? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact [email protected] www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

107 views • 5 slides

"Jeff Zadoks" , "Jeff A.Zadoks"

Jeff Zadoks as a chief financial Officer at post holding. Jeff zadoks has managed all post holding department as the chief officer and suggest to post holding employee for their work experiences.

169 views • 14 slides

Amazon now has customers in 100% serviceable pin codes in india jeff bezos

Read more about Amazon now has customers in 100% serviceable pin-codes in India: Jeff Bezos on Business Standard. If things fall in place, then a deal with a major offline retailer might happen by the end of this year, according to a source

89 views • 4 slides

Amazon's Jeff Bezos now world's richest with $141 billion net worth: Forbes

Amazon's Jeff Bezos now world's richest with $141 billion net worth: Forbes on Business Standard. Amazon, grew into the second most valuable company in the world after Apple

108 views • 2 slides

Best quotes by Jeff Bezos

Jeff Bezos is best known as the founder, CEO, and president of multinational company Amazon. Though he started Amazon as an online bookstore, now it serves a variety of products across the globe. Harvard Business Review ranked him as the best performing CEO in 2014. Read more @ https://www.businessupside.com/2020/09/25/best-quotes-by-jeff-bezos/

132 views • 2 slides

Read ebook [PDF] The Everything Store: Jeff Bezos and the Age of Amazon

"20 minutes ago - COPY LINK TO DOWNLOAD : https://terbarupwman.blogspot.com/?now=0316219282 | PDF/READ/DOWNLOAD The Everything Store: Jeff Bezos and the Age of Amazon | The definitive story of Amazon.com, one of the most successful companies in the world, and of its driven, brilliant founder, Jeff Bezos. Amazon.com started off delivering books through the mail. But its visionary founder, Jeff Bezos, wasn't content with being a bookseller. He wanted Amazon to become the everything store, offering limitless selection and seductive convenience at disruptively low prices. To do so, he develope

7 views • 4 slides

Why Jeff Bezos Banned PowerPoint

• 2019-11-02 11:14:33
• 11 minute(s)

T here are many reasons Jeff Bezos is the richest man in the world right now. Perhaps one reason is that he doesn’t entertain slideshow-based presentations from his colleagues.

Jeff Bezos  loves to write. A lot. In his annual letter to shareholders,  Jeff Bezos  does more than provide an overview of Amazon ’s performance; he helps shareholders understand what makes  Amazon  different.  Jeff Bezos  always does one other thing: He attaches a copy of the first annual shareholder letter he wrote in 1997 to reinforce his commitment that  Amazon  will always operate with a mindset that it is still day one.

In a more recent shareholder letter,  Jeff Bezos  demonstrated his understanding of how to use language to advance his personal beliefs, educate others and command an audience.

Jeff Bezos  is not a fan of PowerPoint presentations. One of his golden rule is that PowerPoint is banned in executive meetings. What he replaced it with provides even more valuable insight for entrepreneurs and leaders.

Anytime an  Amazon  worker has an idea to discuss, they’re asked to structure their pitch in the form of a four-to-six-page memo, which the company calls a “narrative.”

It’s an unconventional process, to be sure, but one that  Amazon  believes forces careful consideration of ideas.

Everyday Is Day One

In an email sent to his senior team — also known as the STeam — in 2004,  Jeff Bezos  explained why  Amazon  would no longer be using PowerPoint presentations.

The email was sent to the STeam on June 9, 2004, at 6:02 p.m. and had the subject line “No powerpoint presentations from now on at steam.”

We don’t do PowerPoint (or any other slide-oriented) presentations at Amazon. Instead, we write narratively structured six-page memos. – Jeff Bezos Share on X

Pete Abilla, an early  Amazon  employee and current director of digital, content, and demand generation at HireVue , shared Bezos’ email in a recent post on his employer’s blog.

A little more to help with the reason “why.”

Well structured, narrative text is what we’re after rather than just text. If someone builds a list of bullet points in word, that would be just as bad as powerpoint.

The reason writing a 4 page memo is harder than “writing” a 20 page powerpoint is because the narrative structure of a good memo forces better thought and better understanding of what’s more important than what, and how things are related.

Powerpoint-style presentations somehow give permission to gloss over ideas, flatten out any sense of relative importance, and ignore the interconnectedness of ideas.

It seemed that PowerPoint encouraged bullet points and therefore short and often disjointed ideas. Perhaps it was fitting that a brand so associated with the selling of books was encouraging a more humanities based approach to business idea formation just at the time when digital processes were in the ascent.

According to  Jeff Bezos , new executives are in for a culture shock in their first  Amazon  meetings. Instead of reading bullet points on a PowerPoint slide, everyone sits silently for about 30 minutes to read a “six-page memo that’s narratively structured with real sentences, topic sentences, verbs, and nouns.”

This is to be sure that everyone actually has an understanding of the topic before discussion begins and in his words to ensure that executives don’t “bluff through it like high school students.”

After everyone’s done reading, they finally discuss the topic.

Jeff Bezos doesn’t use PowerPoint or bullet point lists because writing a narrative forces you to explicitly state all of your assumptions and complete your thoughts . That’s exactly why writing a good six-page memo is harder than creating a 20-slide PowerPoint deck as the narrative structure of a good memo forces better thought and better understanding of scope.

The Secret Sauce

Unlike most companies where people come to meetings to review PowerPoint slides, Amazon doesn’t use PowerPoint. Ever. Instead,  Amazon  requires everyone, regardless of their title, to begin meetings by reading every word in six-page memos.

It's so much better than the typical PowerPoint presentation for so many reasons. – Jeff Bezos Share on X

What makes the memos interesting is that they have writing on both sides of the paper so, in essence, 12 pages are being read. Most of the six-page memos also contain an internal press release at the beginning of the memo to provide a high-level understanding of the product or service being proposed and discussed.

Amazon  is focused like a laser on customers. Instead of starting with an idea for a product and trying to convince executives that customers will “love the idea,”  Amazon  works from the perspective of the customer to come up with ideas that will legitimately generate value.

Case Study : Amazon Prime

Prime was created because it was understood within Amazon that customers wanted to buy quality products for less money , and customers wanted to receive products as fast as possible .

Prime appeared to be a solution that would meet both customer needs.

An internal press release was written centered around the existing problem (high costs, slow deliveries), why current solutions had failed to correct the problem, and how the new product (Prime) would blow away all existing solutions .

rule of thumb If it’s hard to write a press release or understand why a product or service would add value to customers, the product or service isn’t worth the effort. Move on.

Six-pagers present and answer in excruciating detail the who, what, when, where and why of a product or service.

For example, a six-pager written about Prime would focus more on the requirements of the supply chain and logistics to meet demand, identify which products are Prime eligible, internal systems requirements, budget, value to the customer, etc.

The real value of the six-pager is this: It forces otherwise busy and distracted executives to give their utmost attention and opinion to decide on something.

• Six-pagers prevent hiding.
• Six-pagers separate the vital few ideas and products from the trivial many.
• Six-pagers identify where a company should place its focus and why.
• Six-pagers enforce discipline and rigor in decision-making.
• Six-pagers are an excellent management tool.

The press release and the six-page memo work because they identify the products and services most relevant for generating value to customers, and they accelerate execution of the strategy by increasing the speed at which decisions are made.

How To Write Memos Like a Pro?

PowerPoint and bullet points in general allow you to conveniently leave out tough questions that you haven’t worked out yet. By writing out a full narrative, you force yourself to think through how everything actually fits together and where the real challenges will be.

It’s a way to keep yourself honest and to make sure that all of your ideas actually fit together into some kind of coherent story. You will be surprised how much you haven’t actually thought of yet until you try to write a few pages on it.

Here are just a few ways you can get started:

You know that list of ideas you keep in Evernote or scribbled on a paper somewhere… how do you know which ideas are worth actually pursuing?

Take the time to write 2–3 pages to really flesh it out. What’s the value you are creating, for who, how will you reach them, how are you different from the competition.

If you are a blogger or writer and are regularly creating content, take the time to write a paragraph or two that tells the story of your post.

Rather than just keeping a list of potential titles and trying to write a full post from there, take the time to flesh out how it will flow and how the ideas actually fit together.

Rather than a to-do list, try writing out a narrative of all of the things you want to get done in a day and how you will go about doing them.

Try writing a page about each of your goals rather than just having a list.

Ditching the bullet points here will force you to think more about the motivations behind your goals and what it will actually take to achieve them.

Made To Stick

Humans are driven to emotive engagement with people – and with businesses and ideas. Not only is this view passionately supported by  Jeff Bezos  himself, neuroscientists believe it’s true too.

rule of thumb Neuroscientists have found emotion is the fastest path to the brain. In other words, if you want your ideas to spread, story is the single best vehicle we have to transfer that idea to another person.

Bezos clearly understands that logic (data) must be married with pathos (narrative) to be successful. Share on X

We know the effectiveness of content marketing when it comes to audience engagement, so it makes sense that narrative based information is the most engaging no matter in what context it’s presented.

Our brains are hardwired for narrative. By encouraging employees to discuss ideas emotionally and creatively through a narrative format,  Jeff Bezos  has prioritised passion as a key element in the formation of business ideas at Amazon.

Bullet Points Are Not Silver Bullets

Bullet points are the least effective way of sharing ideas. Bullets don’t inspire. Stories do.

The brain is not built to retain information that’s structured as bullet points on a slide. Visuals are much, much more powerful than text alone.

That’s why, if you choose to use slides, use more pictures than words, and don’t use bullet points. Ever.

If you want to create visually interesting slides, less is more. Share on X

If viewers do not understand the gist of your slide in three seconds, it’s too complicated. Your audience should focus intently on what you’re saying, looking only briefly at your slides when you display them. A bullet point might become one sentence on a slide or be replaced entirely with a photo.

Stories inform, illuminate, and inspire, all the things entrepreneurs strive to do. 

How To Write A Press Release For Dummies

The memo strategy is a two-pronged solution to eliminating wastefulness.

First, no one is spending oodles of hours designing 100+ page PowerPoint decks. They could be using that time for more important things, like improving the product line, or writing an incredible 6-page memo.

The second immediate benefit of the No-PowerPoint-Policy is that there is no time wasted in sitting through yawner presentations.

in-joke Apparently someone once wrote an obscure rule that all PowerPoints and slide deck presentations must be delivered in such a style that it puts the audience in a coma!

In the same way, the No PowerPoint Policy improves meeting attendance because the team wants to be in on the lively discussion. They have an opportunity to be engaged in decision-making rather than be talked at.

Final Thoughts

If other companies were to adopt the approach, it’s clear that  Jeff Bezos ’s narrative vision wouldn’t  hold much hope for employees with dyslexia or other reading and comprehension related disabilities.

However, business owners should think more about the exercise  Jeff Bezos  follows, where employees can get more actively involved, and clarify aspects of the memo’s content verbally.

By removing PowerPoint,  Jeff Bezos  is letting employees act creatively and engage naturally with material. For too long, company meetings have followed a bullet point blueprint that doesn’t foster employee engagement.

Nevertheless, should companies introduce the internal press release and the six-page memo into its culture and way of doing business? Absolutely.

The No PowerPoint Rule certainly makes a strong cultural statement. That strong culture is what the best companies are about . . .  relational capital.

Amazon  is  Amazon  because it has perfected the use of both techniques.

It’s now time for other companies to make the same realisation.

Geeknack’s Picks

Digital Dandy. Hacker From Heart. Workaholic. Coding Artist. Self-made.

Leave a Reply

[…] a limited capacity for absorbing information. Thus, a PowerPoint presentation filled with words can overwhelm and distract your audience. Instead, use pictures to support your presentation, paired with a few focused keywords that […]

Great insights up here. Indeed, innovations have to be borne out-of-the-conventional.

Thanks for your feedback. Game changers are those who can rule the world. Change the rules, change the world!

[…] Why Jeff Bezos Banned Powerpoint […]

We NEED Your Feedback!

To help us make Geeknack™ exactly the best it can be, we’d ask you for your feedback today.

It should only take a few minutes to fill out the survey and your answers will help us make Geeknack™ even better for YOU and our fellow leaders all around the world!

Help us shape a great experience on the site!

So, Why Did Jeff Bezos Ban Powerpoint From His Meetings?

By Sean Filidis

If you’re looking to build good business habits, it’s usually a good idea to model yourself after some of the most successful people in the world.

Smart business people, then, took heed in 2018 when Jeff Bezos reiterated his unilateral ban on slideshow presentations in executive meetings. Instead, the richest man in the world (or second richest, depending on when you’re reading) advocates for narrative-driven memos, “with real sentences, topic sentences, verbs, and nouns”.

And, let’s be real, it’s not hard to see why. While adding a visual element to speeches is a good idea, information-laden slideshows have a habit of putting us all to sleep. There’s a reason we call it death by PowerPoint — the average meeting with a slideshow in it lasts four hours . 

And research suggests it takes only six minutes for us to switch off during such a presentation. Over 58% of respondents to a questionnaire by York-based presentation specialists Future Presents admitted to falling asleep during a business slideshow presentation. And that’s just the ones that owned up to it.

Slideshow presentations are irritating to create, mostly boring to watch and — worst of all — they don’t work. So why do we keep using them for presentations ? 

And more importantly, why do we increasingly see companies sharing slideshows, originally designed to supplement a talk, as marketing collateral to download and peruse without context? 

Unfortunately, most of our choices at work are driven more by convention than by research or reason. 

Let’s unpick the failure of the slideshow format and discuss what the future of presentations might look like. 

Slideshows perform worse than simply talking about your topic

Jeff Bezos’ preference for narrative-driven briefing sessions is borne out by the research. A 2017 Harvard study found that audiences rated Powerpoint presentations comparably to a presenter with no visual stimuli. It also found no evidence to suggest that slideshows helped audiences understand or retain the information any better than an unaccompanied speaker. 

What’s interesting to note is that audiences looked much more favourably on non-linear, narrative presentation formats — in this case, Prezi — than both traditional presentations and speaker-only presentations. This gives us some insight into the kinds of formats that prove much more effective than standard slideshows.

Cognitive psychology tells us bullet points don’t work

The problem with slideshows does not lie in using visuals to supplement your story. On the contrary, visuals are known to help your audience both understand and retain information .

As it turns out, the problem largely lies in the bullet point . 

The bullet point is a mainstay of slideshow presentations around the world. Much to audiences’ irritation, they’re commonly misused, overused, and abused in slideshows. For the writer, they seem like a sensible way to break down lists of information. But for the reader, they make information more difficult to process and to remember. 

Recent research from the University of Central Lancashire shows that cognitive load constraints mean that bullet points often overwhelm audiences with too much information at once. Moreover, it suggests that the brain is much better at grouping things in proximity than it is by shape. 

That means that placing objects together, even when they’re supposed to be made distinct by little dots, means that we will mostly remember them as one item. 

So, when General Mattis of the U.S. Marine Corps famously said , “Powerpoint makes us stupid,” he was right on the money.

Rich media and interactivity are key to information processing

Anyone that’s played a computer game can tell you just how much difference interactivity makes in the way we consume content. And the research confirms just how much more engaging interactive content is than static content. 

This study out of Penn State University does a great job of exploring how higher levels of interactivity enhance our ability to recall information. It turns out we process information faster and retain it better when we consume it through an interactive medium.

Even when interactivity isn’t a realistic expectation of your content , rich media incorporating video and audio can offer much higher levels of both engagement and retention. That’s because the brain can share the cognitive load of processing information across multiple cortexes. 

Bullet stuffed slideshows, conversely, force your audience to process ideas through just the language part of their brains, leading to rapid cognitive overload. That’s why we call it death by PowerPoint — our brains fill up quickly with information and then shut down.

Slideshows don’t bring you data

Today, you see many companies using slideshows as marketing or sales collateral , either converted to a PDF and downloaded, or perhaps online as a slideshare.

But a much-overlooked criticism of slideshows is that they are a one-way medium. In the age of big data, when real user feedback should be at the heart of business decision-making, this is a significant cap on the advantages of traditional presentations. 

That’s not to say it’s impossible to get quality feedback from a slideshow; just that it’s much more difficult and that feedback is often never as decisive as digital indicators.

With the importance of actionable data in mind, it’s easy to see why interactive digital tools have such an advantage. Users in control of their own content experiences bring you better insight into what resonates and persuades. 

Even tools as simple as click maps and scroll depth can give you more insight than a unidirectional conversation with your audience. At Foleon, we’re strong advocates of the power of data to transform business results.

So what does the future of presentations look like?

The need for us to communicate complex information isn’t going away any time soon. But as business turns away from traditional solutions like Powerpoint and Google Slides, the failures of these mediums help us determine the qualities to look for in next-generation communications tools. They need to be:

Narrative-driven - allow us to tell stories that make complex information more memorable

Interactive - give us opportunities to play an active role in consuming information

Rich media - offer the chance to process information on multiple cognitive levels

Trackable - help us learn from audience experiences using quantitative methods

But that’s not all. The content we use has to fit the writer’s needs, too. It should hit business goals whilst remaining scalable, efficient, and flexible.

What do sales agents have to say about content?

To help us reimagine what the future of presentations might look like, we thought we’d ask the people that use them the most — sales teams. The feedback we got was pretty enlightening, giving us insight into the needs of executives on the front-lines of key communications challenges.

They helped us understand how presentations play out in real sales situations:

“You’re not creating the content experience or immersive journey that you think you are. And you’re wasting a lot of time making a proposal when prospects will only use one page in their evaluation.”

And underscored the importance of the content experience in the sales pipeline:

“As a sales rep myself, I would be interested in understanding how to make my proposals more engaging because sometimes it’s the proposal that makes all the difference.” 

Most importantly, they clued us into a common bottleneck that keeps salespeople from adapting to specific prospect needs:

“Sales reps are not generally empowered to create bespoke content, whether it's boring PPT or Doc and certainly not digital content.”

Building the next generation of communications tools

It’s clear that the slideshow presentation has had its day. So how do you build content experiences that engage audiences in narrative-driven, interactive conversations with user decision-making at the centre? 

Everything we’ve learned so far suggests that content is most effective when the audience is in the driver’s seat — your reader knows what they need to know and when. It’s the publisher’s job to make sure the right information is easy to find and fun to consume. 

At Foleon, we often say that while we create the content, ultimately, the customer owns their journey. Creating content that users can interact with and navigate represents the next stage in the evolution of content.

Foleon & CMI White Paper

The experience matters.

Why the time is now for B2B marketers to develop modern digital content experiences.

Sean is a B2B content strategist specialized in streamlining customer journeys, creating sales and marketing alignment, and producing personalized content experiences that resonate with modern buyers. LinkedIn profile

Want to write for the Foleon blog? Here's how to submit a guest post .

What to read next

The new b2b consumer and what it means for marketing and sales.

Anoma van Eeden

The B2B Marketing Materials You’re Probably Underestimating

Julie van der Weele

Five Tips to Help You Choose Your Images

Lilian Timmers

• Updated Terms of Use
• New Privacy Policy
• Your Privacy Choices
• Closed Captioning Policy

Quotes displayed in real-time or delayed by at least 15 minutes. Market data provided by  Factset . Powered and implemented by  FactSet Digital Solutions .  Legal Statement .

This material may not be published, broadcast, rewritten, or redistributed. ©2024 FOX News Network, LLC. All rights reserved. FAQ - New Privacy Policy

Amazon's Bezos banned PowerPoint presentations at meetings, new book reveals

New amazon products began as short papers that underwent a vigorous revision and debate process.

Traders believe Amazon could announce split in 2021, be included in Dow: Sources

Sources tell FOX Business' Charlie Gasparino that Amazon shares have been largely flat for nine months until FOX Business' report on stock-split speculation. 

Amazon founder Jeff Bezos does not allow Microsoft PowerPoint presentations during company meetings, according to a new book about the company. 

"Amazon Unbound" by Brad Stone offers an inside look into Amazon and how Bezos has allowed the trillion-dollar company to flourish since he started the company as a digital bookstore out of his garage in 1994. 

The book describes the Amazon founder as having a short temper with employees and constantly thinking of new ways to expand the company and its various technologies – sometimes with deadlines that seemed impossible.

AMAZON'S BEZOS SAID THEN-CANDIDATE TRUMP ‘WOULD BE A SCARY PREZ’ IN EMAIL, NEW BOOK SAYS

"PowerPoint presentations, with their litany of bullet points and incomplete thoughts, were banned inside the company despite being popular in the rest of corporate America," Stone writes. "Instead, all meetings started with almost meditative readings of data-rich, six-page documents, called ‘narratives.’"

Amazon Founder and CEO Jeff Bezos speaks to the media on the company's sustainability efforts on September 19, 2019, in Washington, D.C. (Photo credit should read ERIC BARADAT/AFP via Getty Images)

New Amazon products, such as the Amazon Echo smart speaker, began as short papers that underwent a vigorous revision and debate process that included Bezos.

AMAZON'S BEZOS ‘ASKED ALEXA TO PLAY VIDEOS THAT RIDICULED’ TRUMP, NEW BOOK SAYS

"Meanwhile, working groups inside Amazon were broken into small versatile units, called two-pizza teams (because they were small enough to be fed with two pizzas), and were ordered to move quickly, often in competition with one another," Stone wrote. 

The Wall Street Journal reported in February that Bezos is known for his insistence on productivity in meetings. The report mentions the six-page memo for new products and ideas.

READ MORE ON FOX BUSINESS BY CLICKING HERE

"Some have the clarity of angels singing," Bezos wrote of the memos in a letter to employees, according to WSJ. "They are brilliant and thoughtful and set up the meeting for high-quality discussion."

Employees sometimes spend weeks drafting the memos that are then subject to further review, the outlet reported at the time.

More From Forbes

Jeff bezos banned powerpoint presentations at amazon meetings. here's what replaced them.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

(Photo by Franziska Krug/Getty Images)

What are some tools I can use to better run my meetings? originally appeared on Quora : the place to gain and share knowledge, empowering people to learn from others and better understand the world .

Answer by Robert Glazer , Founder and CEO of Acceleration Partners, on Quora :

A few months back, a friend whose new boss used to work for   Jeff Bezos at Amazon   told me that the company actually banned   PowerPoint presentations   in favor of memos.

That's right, instead of reading bullet points on a projector screen,   Amazon employees   read memos setting the tone of the meeting before anyone actually starts talking. I hadn't heard about this technique before, and was a bit skeptical of its legitimacy.

It sounds crazy, right?

But I was open to giving it a try at my company because it's hard to run a really good meeting. And if getting everyone literally on the same page improved meeting productivity, why not give it a shot?

I began by rolling out the memos at a few of our bigger meetings in the hopes of addressing the major time sink of starting every meeting with a lot of updates. Over the years, I've really tried to move away from update meetings, but they're necessary to some extent: It's important to keep everyone in the loop as the company grows. Nevertheless, going through a series of updates without any meaningful dialog or discussion is both boring and a poor use of everyone's time.

To my surprise, just a few months into this experiment, memos have caught on and been universally embraced across our company, by both those who write them and those who read them.

As we have extended the use of memos out across the organization, the advantages have become increasingly clear. Here are the top five benefits we have seen so far:

• Efficiency . While we don't necessarily make everyone read the memos in the meeting (which is what Bezos does), we do require everyone to read them before the meeting begins. We've found the memos give people a chance to get up to speed on a topic in advance, meaning we can hit the ground running. That saves valuable time.
• Better questions and discussions.   Since everyone now starts with the same information and has time to process it, questions are a lot deeper and more thought-provoking, which makes the discussion more robust. People who have had time to think issues through arrive ready to make their points.
• A more level playing field.   Too often, the same people in a company get all the attention. They're the ones who speak loudest or make the prettiest slides. Using memos gives all participants a chance to be heard and to share their thinking clearly, which makes it more likely that the best ideas and thinking will surface.
• Strategic thinking.   To write a memo, team members need to take the time articulate a point of view that is supported by facts. While a PowerPoint slide can list facts and figures, a memo requires deep thinking and a narrative, and writers have to really make their case. This is a great practice and a lost art in today's fast-paced digital world.
• A historical record of ideas and decisions.   If anyone misses a meeting, the memo is available to provide background and context. These memos also serve as a record of the reasoning behind decisions over time. You can save memos, make them searchable, add them to learning management system, use them for training, and more.

While you won't likely be getting business advice with your Prime subscription anytime soon, it looks as if Amazon, the company that rewrote the book on retail, is now doing the same thing for management.

This question originally appeared on Quora - the place to gain and share knowledge, empowering people to learn from others and better understand the world. You can follow Quora on Twitter , Facebook , and Google+ . More questions:

• Business : Why is hiring 'average' employees so dangerous?
• Success : What is the best mentality for achieving success?
• Leadership : What makes a good leader?

• Editorial Standards
• Reprints & Permissions

• Study Guides
• Homework Questions

Readers notes ppt 1

Photos show Jeff Bezos' style glow-up over 30 years, from bookish businessman to a Vogue photo shoot and the Met Gala

• Jeff Bezos' public image has changed a lot in the 30 years since he started Amazon .
• The billionaire has shed his boring business attire and experienced a fashion glow-up.
• Here's a closer look at the evolution of his style and persona over the years.

Jeff Bezos is in his "mob chic" era , but it wasn't always this way.

The Amazon cofounder's style and persona have changed a lot over the years, from bookish founder (quite literally in Amazon's early days as a bookseller ) to space cowboy at Blue Origin and a Vogue photo shoot.

Here's a look at Bezos' fashion transformation over the years:

In Amazon's early days, Bezos wore pretty run-of-the-mill business attire.

Take this photo of Bezos in 1997, three years after he started Amazon.

Here he is again in a similar outfit, donning a blue dress shirt, black jacket, and beige trousers.

A 1999 Wired profile of Bezos says, "For the kind of shopper Bezos represents, utility is, of course, a mantra. His wardrobe consists of white or blue dress shirts and a pair of khaki pants."

He occasionally opted for this pretty standard combo of a sweater over a collared shirt.

"Back in the late '80s in New York, when he had to wear a suit every day to the office, he gained a preference for shirts with hidden snaps under the collar points for easy tie removal," the Wired profile continued.

"He has trouble locating this style in the Pacific Northwest, so now he buys a pack of standard snapless shirts and has the snaps sewn on," it said. "When he discovers a pair of shoes he likes, he'll buy four pairs at once and wear them in regular rotation for years."

Over the years, Bezos started swapping his khakis for blue jeans more frequently.

The result was a more casual take on business wear.

In fact, he frequently wore jeans when speaking at Amazon events.

One such example is this 2014 launch of the now-discontinued Amazon Fire Phone.

Of course, Bezos dressed in more formal business attire in certain cases that necessitated it.

In this case, it was a meeting of the tech minds that former president Donald Trump convened in 2016 .

Bezos made some changes to his style handbook around 2017.

He's channeling cool guy energy with the leather jacket and laid-back outfit.

And who could forget one of his most famous looks?

Bezos turned heads at the annual Sun Valley conference in 2017 with this iconic look that's almost giving Arnold Schwarzenegger in "Terminator."

If there was any doubt, this appearance confirmed a new Bezos had hit the scene, as media and casual onlookers alike noted his physical transformation from scrawny to brawny .

At Blue Origin, Bezos embraces another look entirely: Western-inspired spaceman.

Bezos, his brother, and some other passengers flew to the edge of space in 2021 .

Donning a cowboy hat and boots with his blue flight suit, he's another Bezos entirely.

Reddit users dubbed the look "space cowboy billionaire."

A Vogue spread on Bezos and fiancée Lauren Sanchez further cemented the image.

View this post on Instagram A post shared by Vogue (@voguemagazine)

Photos from the spread quickly spurred memes online.

In his off time, particularly since he stepped down as CEO of Amazon in 2021, Bezos varies his outfits a lot more.

Here he and Sanchez wear casual clothes while on vacation.

While on a ski trip in Aspen, Colorado, Bezos and Sanchez looked cozy.

If not for their bodyguards, they just might've blended in with the crowd pretty well in these pretty inconspicuous winter outfits.

Here's the couple at a fashion show last year.

Bezos once again shows his affinity for a shirt-and-vest combo.

Of course, Bezos attends plenty of galas, fundraisers, and other social functions, as you'd expect of one of the world's richest men.

One such event was the 2024 Met Gala, to which he wore this black tie ensemble.

Bezos and Sanchez looked considerably more casual trying to blend in with the crowd at Coachella.

Absolutely love that Bezos went to Coachella and did the same thing I would do - wore a $15 Hawaiian shirt from Amazon. https://t.co/CcQIDK2uGV pic.twitter.com/x8zGzWs5S9 — Sheel Mohnot (@pitdesi) April 24, 2023

Rumors speculated that Bezos' butterfly shirt was a relatively cheap top from Amazon, though neither Amazon nor Bezos has confirmed if that was the case.

He sported one of his most fun looks while ringing in 2022 with Sanchez.

(Novelty glasses included.)

So much has Bezos' style evolved over the years that he's drawn comparisons to Pitbull.

And hey, with his renown as one of the world's richest people , he might just give Mr. Worldwide a run for his money.

Jeff Bezos is moving to Miami to complete his transformation into Pitbull 2.0 pic.twitter.com/fNWTkQdGeW — Morning Brew ☕️ (@MorningBrew) November 3, 2023

• Main content

Price revealed: Jeff Bezos paid $87M for third Indian Creek estate

Billionaire founder of Amazon has spent $144M on three waterfront homes over the past year

Billionaire Jeff Bezos paid $87 million for his third waterfront estate in the Miami area, bringing his total spent in the exclusive Indian Creek Village to $144 million. 

Bezos acquired the 10,000-square-foot, seven-bedroom, seven-bathroom mansion at 28 Indian Creek Island Road nearly a week ago on May 29 under the Sunshine Trust, records show. His pending purchase was previously reported in April. 

Bezos, the third richest person in the world with an estimated net worth of more than $197 billion, closed on the home less than a year after he acquired two waterfront adjacent properties he plans to redevelop into a larger estate also on Indian Creek island. 

The guard-gated island is home to celebrities such as Tom Brady, singer-songwriter Julio Iglesias and Ivanka Trump and Jared Kushner . Oly residents and invited guests are allowed on the island. Last month, a waterfront Indian Creek home traded for $64.5 million in an off-market deal. 

Bezos’ third acquisition is a nearly 2-acre property that includes  a pool and dock. The house was built in 1956 and expanded in 1986 and 2014, property records show. 

Former banker Javier Holtz sold the home. He paid $2.5 million for the property in 1998. 

Bezos and his fiancée, Lauren Sanchez, were looking for a move-in ready mansion while he has a new estate built on the nearby properties at 11 and 12 Indian Creek Island Road. 

In October, Bezos paid $79 million for the nearly 2-acre estate at 12 Indian Creek in a deal brokered by Dina Goldentayer and Danilo Tavares of Douglas Elliman. In June 2023, Bezos paid $68 million for the adjacent mansion in a sale that was brokered by Sohely van Woerkom of Golden Ocean Real Estate, led by Gabriela Espejo. 

The Amazon founder has roots in South Florida: he graduated from Miami Palmetto Senior High School in 1982. Two years ago, his parents, Mike and Jackie Bezos, purchased two waterfront homes in Coral Gables for $78 million.

Advertisement

Commanders owner josh harris thought jeff bezos would outbid him for the team, share this article.

When former Washington Commanders owner Dan Snyder finally put the team up for sale in November 2022, many believed Amazon founder Jeff Bezos would be the logical buyer. The NFL had gone into business with Amazon, and there were rumors that others wanted Bezos in the NFL’s inner circle. Additionally, Bezos owned a home in D.C. and The Washington Post.

You can count Josh Harris, the eventual winner of the Commanders’ bidding process, among those who believed Bezos would own the team.

“When the Commanders were potentially for sale, it started at 26North, and I had moved on, and my friend Mark Ein, who is sitting in the audience there, said, ‘Come on, Josh, let’s look at the Commanders,'” Harris said at CNBC Ceo Council Summit.

“And I said, come on, I am not going to price the Commanders for Jeff Bezos. I’ve done this before, and we’re going to spend a lot of time and get outbid. And that started a whole process of first Mark nagging me, introducing me to Mitch Rales. We created this incredible group and ultimately went through a super-complicated process which I can go into, but basically, it’s one of the harder deals I’ve ever had to accomplish.”

Harris was referring to the process of needing a large group to buy the Commanders, which has led the NFL to rethink how team sales could go in the future.

Harris was a finalist to purchase the Denver Broncos in 2022 and was willing to pay $5 billion. However, he received no assurances and moved on before the Walton-Penner family bought the team. Harris later called that a blessing in disguise , as Washington was the team he grew up rooting for as a native of the area.

Here’s the full video of Harris’ appearance, courtesy of our friends at Hogs Haven.

Want the latest news and insights on your favorite team?

Sign up for our newsletter to get updates to your inbox, and also receive offers from us, our affiliates and partners. By signing up you agree to our Privacy Policy

An error has occured

Please re-enter your email address.

Thanks for signing up!

You'll now receive the top Commanders Wire stories each day directly in your inbox.

Most Popular

All 32 nfl teams (including commanders) ranked by their interior dl, all 32 nfl teams (including commanders) ranked by their offensive line, look: photos from commanders' minicamp, including qb jayden daniels, every nfl team's (including commanders) best choice for the cover of madden 25, dorance armstrong: 'turning the commanders around will take everybody', commanders safety jeremy chinn says the steelers offered him more money, pictures and videos from week 3 of commanders' otas.

Please enter an email address.

Thanks for signing up.

Please check your email for a confirmation.

Something went wrong.

Inc. Power Partner Awards Early-Rate Deadline TONIGHT, June 7 Apply Now

• Newsletters
• Best Industries
• Business Plans
• Home-Based Business
• The UPS Store
• Customer Service
• Black in Business
• Your Next Move
• Female Founders
• Best Workplaces
• Company Culture
• Public Speaking
• HR/Benefits
• Productivity
• All the Hats
• Digital Transformation
• Artificial Intelligence
• Bringing Innovation to Market
• Cloud Computing
• Social Media
• Data Detectives
• Exit Interview
• Bootstrapping
• Crowdfunding
• Venture Capital
• Business Models
• Personal Finance
• Founder-Friendly Investors
• Upcoming Events
• Inc. 5000 Vision Conference
• Become a Sponsor
• Cox Business
• Verizon Business
• Branded Content
• Apply Inc. 5000 US

Inc. Premium

Adios, PowerPoint. This Simple Document Template Makes Meetings Shorter, Sweeter, and Smarter

Jeff bezos and jack dorsey have banned powerpoint. here's what they use instead..

Jeff   Bezos and Jack Dorsey are among the highly successful CEOs who've banned PowerPoint, electing instead to start meetings with participants silently reading a hard-copy document (a.k.a. a "briefing document").

As I've explained in a previous post, replacing PowerPoint presentations with hard-copy briefing documents is an incredible timesaver and productivity boost, so much so that banning PowerPoint might be the smartest thing a leader can do.

What I didn't provide, however, was a template for a briefing document, and that's the point of this post. After reading this post, you will be able, with a little practice, to create a briefing document that will quickly drive your meeting exactly where you want it to go.

I'll start with the template, then give an example, and then explain exactly why the briefing document makes the meeting shorter and smarter. 

The Template

The most time-honored and reality-tested briefing document is what's sometimes called an  executive summary, which was developed and refined by Tom Sant , who is without question the world's top expert in sales proposals.

Executive summaries were originally developed to be the first page of a written sales proposal. Usually top decision-makers only read the executive summary, usually right before or at the start of a "go or no go" meeting.

I've written about executive summaries in the past , but here's a six-section template specifically customized for use as a briefing document for an internal meeting that's intended to drive toward a decision:

• The Challenge. This defines "where we are now" and is always either a problem or an opportunity.
• The Undesired Outcome . This defines "where we don't want to be"--what will happen if the problem or opportunity is not addressed.
• The Desired Outcome. This defines "where we do want to be," which should obviously be better than the undesired outcome.
• The Proposed Solution. This defines what must be done to avoid the undesired outcome and achieve the desired one.
• The Risk Remover. Why the proposed solution is likely to succeed and unlikely to fail.
• The Call to Action. The decision you want made that will put the solution into motion to achieve the desired outcome.

Typically, each of the six sections consists of a single paragraph, which means you should be able to get the briefing document onto one single-spaced page. If the decision to be made is complex, each section might have two or three paragraphs.

Important: Do not exceed three single-space pages using 12-point Times New Roman. One reason it's called a briefing document is that it must be, well, brief.

Also important: It must be a hard-copy document, not an electronic one. The point of the briefing document is to force participants to focus single-mindedly on the issue you want discussed. If you let people read on a screen, some of them will pretend to do so but actually read email, etc. Sad but true.

The Example

OK, now that you've got the basic template for a briefing document, let's see how you might write one for an internal meeting.

Scenario: You're the project leader of an engineering team making a "mission critical" component. You need two more engineers to complete the project on time but have no budget to hire them. To secure that budget, you need buy-in from decision-makers in other groups, because ultimately the money will have to come from their budgets. So, you call a meeting to work the issue.

You're going to write six short paragraphs. For simplicity's sake, I'll just provide the topic sentence of each paragraph, because it's the structure and wording that's important, not the actual details that you'd put into each paragraph.

Here are the topic sentences for the six sections (paragraphs):

• "The Potrezebie project may be in jeopardy in terms of its delivery date because of an unforeseen circumstance ... " (the challenge)
• "If Potrezebie is delivered late, it will affect our ability to release Vebblefetzer 2.0 prior to the holiday season, which would adversely affect our revenue ... " (the undesired outcome)
• "Obviously, it's in all our interests to get the Potrezebie project back on schedule ... " (the desired outcome)
• "We are in a rapidly closing window of time in which we can get Potrezebie back on schedule by hiring two additional engineers ... " (the proposed solution)
• "I already have four candidates in mind who have the skill set we'll need to quickly get them on board and productive ... " (the risk remover)
• "To accomplish this, we'll need to immediately increase the personnel budget for the Potrezebie project by 20 percent ... " (the call to action)

Why Not PowerPoint?

One could argue that you could have created a PowerPoint presentation following that same structure. In that case, rather than a six-paragraph briefing document, you'd probably have 30 slides (i.e., about five per section).

The PowerPoint presentation would have fewer words than the briefing document, because you'd be depending on your ability to explain, interpret, or comment upon each slide. The rule of thumb for PowerPoint presentations is one slide per minute, so the presentation will take about a half-hour. Follow me so far?

However--and this is important--discussion that takes place in the middle of your presentation will reflect only the parts of the presentation that the attendees have already heard. Discussion will be based on incomplete information, in other words.

Indeed, since initial slides identify a problem, there's a very good chance you'll spend the first 10 to 15 minutes of the meeting simply discussing "who's to blame" for the problem, because that's where everyone's focus has been initially directed.

So now your 30-minute presentation is stretching to 60 minutes, because it keeps falling down various rat-holes and into side discussions that aren't germane to what you're trying to accomplish, which is to get that budget money!

In fact, by the time you get to the decision you want made, the meeting may be nearly over or even have run overtime! While stuff got "discussed," you've pretty much wasted an hour of everyone's time, because you couldn't drive the meeting toward the decision.

Drive the Meeting

By contrast, if you begin the meeting with a briefing document, attendees will either skim it or read it over closely at the beginning of the meeting, which will take two minutes at most. At the end of that five minutes, everyone in the meeting is now ready to discuss the budget issue--which is what's actually important.

Now, the attendees may (and probably will) ask some questions about the first five paragraphs. However, because you've gotten everyone (literally) on the same page, those discussions are less likely to fall down irrelevant rat-holes.

So here's how the two methods shake out:

With PowerPoint, the meeting spends 60 minutes on your presentation with only the last few minutes (if that) focused on the decision you want made.

With a briefing document, the meeting spends two minutes on reading and maybe 18 minutes on an informed discussion that's likely to reach a decision.

By using a briefing document rather than PowerPoint, you've saved yourself (and everyone else in the meeting) around 40 minutes.

Multiply that times a conservatively estimated 500 meetings a year, and you just freed up 20,000 minutes which comes out to 42 workdays -- almost two full months .

To be fair, it's going to take you more time to craft a briefing document than slap together a PowerPoint presentation. But consider, rather than merely sparking discussion, you'll be driving every meeting directly at the decision you want made .

And that's priceless.

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

Privacy Policy

• Newsletters
• Account Activating this button will toggle the display of additional content Account Sign out

The Baffling Disaster Unfolding at the Washington Post

What is jeff bezos for, if not to solve this problem.

It has been a very depressing week at the Washington Post. On Sunday night, the newspaper announced that executive editor Sally Buzbee had stepped down after three years atop the masthead. Buzbee’s resignation was clearly linked to new CEO and publisher Will Lewis’ decision to drastically reorganize the Post newsroom while installing two former colleagues in high-ranking editorial roles at the paper. In a newsroom meeting on Monday, Lewis defended his hires and spared no words in assessing the paper’s reported financial dilemma. “We are losing large amounts of money. Your audience is halved,” Lewis said . “People are not reading your stuff. I can’t sugarcoat it anymore.”

Before coming to the Post, Lewis had held executive roles at Dow Jones and at various British news organizations. He was working for the parent company of the British tabloid News of the World when that newspaper was accused of hacking into the voicemail accounts of various prominent people, including members of the British royal family. On Wednesday night, the New York Times reported that Buzbee and Lewis had recently argued over the Post’s plan to report on a lawsuit’s allegations that Lewis was involved in concealing evidence of a British tabloid’s phone-hacking efforts involving Prince Harry. According to the Times, Lewis did not want the Post to include him in its coverage of this story. The Post did so anyway, in an article that ran on May 21 . Less than two weeks later, Buzbee resigned her position.

While Lewis has challenged the Times’ characterization of his meeting with Buzbee, it is still pretty embarrassing for the Post to have its publisher and CEO accused of attempting to interfere with a story that reflected poorly on him. (He reportedly also tried to quash a story at NPR .) I’ll leave it up to you to decide whether that saga is more embarrassing than Lewis’ recently announced turnaround plan for the beleaguered newspaper. It’s called the “ ‘Build It’ plan,” and the “it” that Lewis hopes to build is a forward-looking “ third newsroom ” at the Post: an entity focused on service journalism and social media, meant to appeal to people “who feel traditional news is not for them but still want to be kept informed.” (Lewis reportedly wanted to change Buzbee’s role and put her in charge of this third newsroom—a move that Buzbee reasonably saw as a demotion.) According to a Post press release, the Build It plan will incorporate “video storytelling” and “flexible payment methods.” As you might guess, the plan will also make use of A.I.

I am trying very hard not to be reflexively cynical about the Build It plan and its goal of catering to people who do not care about the news—at the indirect expense of those who have spent their entire lives caring very much about the news. There is certainly a world in which the Build It plan positions the Post to lead the news business through the A.I. age while securing the newspaper’s future for decades to come. There is also a world in which Buzbee was not actually the editorial leader that the Post needed right now—although the paper won six Pulitzers during her tenure, it also got scooped on several prominent Washington-centric stories while seeing several prominent reporters get poached by other outlets. But there is definitely a world in which it is very, very depressing to realize that not even the patronage of the current third-wealthiest man in the entire world is enough to spare the Washington Post from the sort of business-book buzzword bullshit that has recently been responsible for many of the worst ideas in news.

For about as long as I’ve been a journalist, journalism has been in crisis. (Clearly, I am the problem, and should retire from Slate immediately, thus saving the industry for everyone else.) This ongoing crisis is directly related to the rise of the internet, and the ways in which it has complicated the news industry’s traditional business models. And yet despite the countless conference-hours that have been spent on brainstorming new business models for news, there are still really only three models that have been proven to work: get people to pay for your product, get advertisers to pay money to spread the word about their products, and/or get some civic-minded rich guy to underwrite the whole thing.

Since potential subscribers can always get their news for free elsewhere on the internet, and since advertisers have plenty of other, more cost-effective options for where to spend their money, the “rich guy” model has become especially appealing over the past 20 years. There are very few news outlets in existence today that have not at least attempted to court a patron or two: a wealthy person who, either under the auspices of a charitable foundation or from the depths of their own personal checking accounts, will bankroll a newsroom and, if necessary, cover its losses.

Some outlets have been very successful in attracting wealthy patrons. In 2007, a recurring $10 million pledge from the Sandler family led to the creation of the small nonprofit newsroom ProPublica, which continues to produce the sort of stellar and necessary investigative work that ads and subscriptions alone would not underwrite. Former journalist and hedge-fund guy Neil Barsky co-founded the nonprofit Marshall Project, which has done standout work reporting on the criminal justice system.

It’s not just nonprofit newsrooms that have benefited from plutocrats’ largesse. In 2017, under the auspices of her company Emerson Collective, Laurene Powell Jobs reportedly paid over $100 million for a majority stake in the Atlantic. In 2018, billionaire Patrick Soon-Shiong paid $500 million to save the Los Angeles Times from the indignities of “ tronc ,” vowing to give the paper “the tools and resources to produce the high-quality journalism that our readers need and rely upon.” That’s exactly the sort of thing that an under-resourced journalist hopes to hear from a civic-minded rich guy.

But there are rich guys, and then there are rich guys —and few rich guys are richer than Amazon founder Jeff Bezos. When Bezos decided to buy the Washington Post in 2013 from the family that had owned it for 80 years, it seemed like the best-case outcome for one of the biggest names in news. (Slate is owned by the Graham Holdings Co., which is run by the family that sold Bezos the Post.) The $250 million purchase price was a small fraction of Bezos’ ever-expanding net worth—in 2013, according to Forbes , Bezos was worth $25.2 billion—which, combined with his assertion that “the values of The Post do not need changing,” seemingly made him the ideal steward for the newspaper.

More to the point, Bezos’ purchase of the Post theoretically solved that newspaper’s business-model dilemma forever. Despite the paper’s ambitions to expand its reach and become sustainably profitable, despite its ongoing efforts to sell subscriptions and ads and forge various partnerships, everyone at the Post surely knew that its new owner could afford to prop the paper up indefinitely even if those efforts failed. When Bezos buys a newspaper, it should tacitly mean that that newspaper no longer has to struggle to develop a radically new business model.

From 2013 until 2021, Bezos’ money worked synergistically with the newsroom leadership of executive editor Marty Baron to deliver both editorial and financial successes. Under Baron, the Post won 10 Pulitzer Prizes, broke many big stories, almost doubled the size of its newsroom, and saw meaningful increases in page views and subscriptions. (Baron also clashed with some of the paper’s younger staffers over social media policies and their differing interpretations of the notion of objectivity.)

Baron announced his retirement days after Joe Biden was sworn in as U.S. president in January 2021; Buzbee, formerly the executive editor of the Associated Press, was named Baron’s successor that May. Since then, though, Bezos’ fortunes and the Post’s fortunes have diverged. The Amazon founder has just gotten wealthier—as of this writing, the Forbes Real-Time Billionaires List says that Bezos is worth $202.5 billion . The Post, meanwhile, has regressed to the mean. Star reporters such as David Fahrenthold and Eli Saslow were poached by the New York Times; layoffs and buyouts shrank the Post newsroom. Roughly simultaneously, the Post started not breaking certain stories that it should have been competing for, such as the story of Samuel Alito’s flags, and the stories about Clarence Thomas accepting gifts from billionaire Harlan Crow. Ad revenue and subscription numbers have both declined. The paper lost an estimated $77 million in 2023 .

$77 million is a meaningful loss for pretty much any company, let alone a newspaper. It is not, however, a meaningful loss for a newspaper that is owned by Jeff Bezos. $77 million is roughly 0.04 percent of Bezos’ $201.3 billion fortune. To put that in perspective, let’s say that you had $10,000—which is a lot of money to most of us, but still an approachable sum. 0.04 percent of $10,000 is $4. Four dollars. In other words, $77 million is the equivalent of pocket change to Jeff Bezos, who could conceivably cover a loss 10 times that amount and still not notice that the money was missing. Come to think of it, Bezos could cover a $77 million loss every single year for the next 100 years and not notice that the money was missing.

Most rich people didn’t get rich by throwing good money after bad businesses, and these days there are few business ventures worse than owning a major metropolitan newspaper. Many of the rich people whose senses of civic virtue inspire them to step in and save dying news outlets eventually get tired of playing the white knight. In January of this year, Los Angeles Times owner Patrick Soon-Shiong triggered layoffs of at least 115 Times staffers amid reported annual losses of $30 million to $40 million per year.

But again, there’s rich, and then there’s rich . Soon-Shiong is rich—he’s worth $6.3 billion, according to the Forbes Real-Time Billionaires List —but his vast fortune is roughly 3 percent of Bezos’ inconceivably vast fortune. There are very few people on Earth who could underwrite a gold-standard newspaper’s core mission in effective perpetuity. Bezos is one of those people—which is why it is so profoundly depressing that, instead of just opening his checkbook to bankroll one of the best newspapers in the world, he has chosen to install a CEO who seems determined to prove his mettle by implementing a slew of disruptive and imprecise “turnaround” ideas.

There are ways in which the Washington Post does need to be turned around. You can’t necessarily solve the problems of staff turnover and editorial decline just by throwing money at them. Journalists are not rational financial actors—if they were, they wouldn’t be journalists—and sometimes you just don’t want to work at a place that is editorially foundering, no matter how much money you make there. And there’s nothing inherently wrong with newsroom diversification, either. Omnibus newspapers such as the Washington Post have always been made up of little fiefdoms, many of which produce work that is irrelevant to the paper’s core civic function. A newspaper’s sports and styles sections might not break very many big investigative stories, but they bring in revenue that helps to underwrite the deep dives and accountability journalism.

Seen from that perspective, an A.I.-fueled, video-centric, service-and-social-media “third newsroom” can plausibly be understood as just the latest iteration of the crosswords and comic strips that underwrote many outlets’ core journalistic missions for a century. I think that’s what Lewis is going for with his Build It plan. The New York Times has its robust games division; it has the product reviews of the Wirecutter and the sports coverage of the Athletic. This helps to build the paper’s subscriber base and bring in revenue while expanding the audience for the Times’ news coverage. If the Build It plan can do something similar for the Post, then Godspeed.

There is a school of business thinking that says the most agile businesses must simultaneously forget the past while maintaining the present and creating the future. In this framework, an excessive focus on a company’s reputation or past accomplishments can blind that company to both the realities and the opportunities of the current business landscape. Think of IBM, and the ways in which that onetime behemoth faltered during the advent of personal computing and the internet; IBM’s pride in its core business model made it difficult for the company to accept that new developments in computing might imperil that model. But in terms of the Washington Post, it is hard to forget the past when the editorial successes of the past are central to both its values and its value —i.e., the reputation that leads people to trust the paper’s reporting. And it is just as hard to see how the newspaper can build a civically valuable future on a foundation of A.I.-aided quick-hit stories about how to buy the best toothbrush.

As of right now, the term “A.I.-assisted reporting” is basically just a euphemism for “irrelevant garbage.” While A.I. will assuredly get better over time, and while more journalistically relevant uses for the technology may well present themselves, as of right now the invocation of A.I. in a newsroom press release counts as a big, flashing “Beware” sign. I am all in favor of reinventing hard news and investigative reporting for the social media era. But the concurrent news about Lewis’ alleged attempted interference with the Post’s coverage of the phone-hacking story makes me wonder whether he can be trusted to safeguard the paper’s journalistic mission.

Meanwhile, Bezos’ apparent reluctance to throw money that he would not miss at those of the Post’s problems that a lot of money would solve makes me skeptical that the plutocrat understands what his actual value add is here. It’s not his insights into building an agile online business. It’s his bank account. The entire point of having someone like Bezos buy and own one of our best newspapers is to save that newspaper from having to sweat so hard in pursuit of agility and profitability. Amazon needs to be agile. The Washington Post just needs its unimaginably rich owner to throw money at it so that it can keep on producing the sort of journalism that the market isn’t sustaining.

The worst-case outcome for the Build It plan is that this third newsroom turns the Post into present-day Newsweek—basically, a zombie outlet trading off its past reputation in order to fool people into consuming content that no longer meets the outlet’s former quality standards. The best-case outcome for the Build It plan is that the third newsroom does what it’s meant to do: It turns a profit, stabilizes the brand, and opens up new audiences for Post journalists’ investigative and accountability reporting. But, also, Jeff Bezos’ net worth has increased by $175 billion since 2013, which means that the Post doesn’t actually need to turn a profit—nor does it need to divert resources away from its primary newsroom to build a dubious “third” newsroom. Bezos can already choose to support civic-minded reporting, right now, without having to innovate in a direction that runs a real risk of detracting from the gold-plated journalistic reputation that makes the Post worth owning in the first place.

I am aware that much of Bezos’ money is tied up in equity, and that the Post and Amazon are different corporate entities, and that theoretically the Post should be able to sustain itself, and so on and so forth. To my mind, these are all excuses. It would be great if the Post were a self-sustaining enterprise, but the pursuit of sustainability should not force the paper to feed the “disruption” fetishes of the sorts of people who like to describe themselves as “serial entrepreneurs,” nor should it require the paper to fall prey to the sorts of implausible future-of-news initiatives that conferencegoers have been touting since the days of the subprime mortgage crisis.

A man who spends $42 million to build a dumbass clock inside a mountain can afford to subsidize the Washington Post in perpetuity. It is frankly absurd that any single person gets to have as much money as Bezos has, anyway. In a functional polity, an individual fortune this large would be taxed for the public benefit. In the real world, owning and subsidizing the Washington Post is Jeff Bezos’ tax. The fact that he refuses to pay it is the most depressing news of all.

Whole Foods founder said Jeff Bezos is a ‘genius’ who got rid of the ‘whole paycheck’ stigma

Whole Foods’ prices have never been more accessible to consumers and the chain has Jeff Bezos and Amazon to thank, said its founder.

John Mackey, who founded Whole Foods in 1980 with a staff of 19 people, said after Amazon acquired the company in 2017 it shed its “whole paycheck,” reputation for sticker shock.  

“Amazon let us drop our prices four times,” Mackey told Fortune . “I hardly ever hear the ‘whole paycheck’ narrative any longer—that’s due to Amazon.”

Although slashing prices cost the business revenue in the short term, Mackey knew it would make it stronger in the future, and he credits Amazon’s former CEO and current executive chairman Jeff Bezos with having the foresight to take that chance.

“Jeff’s a brilliant man; he’s a genius,” Mackey said “What I like about Jeff the most, besides he’s creative and entrepreneurial, is he thinks really long term.”

The organic supermarket chain is now going further to help attract consumers on a budget. The company has doubled down on sales and discounts for many products as well as savings options for Amazon Prime members. Last month at the Milken Institute Global Conference, Whole Foods CEO Jason Buechel told Yahoo Finance that the company plans to open 30 stores a year.

Whole Foods’ efforts to cut prices are especially timely as inflation continues to weigh on Americans’ grocery budgets. Although inflation at the grocery store has shown signs of easing in recent months, prices are still 21% higher than they were in January 2021 .

Apart from letting Whole Foods drop its prices, Amazon also gave employees a pay bump, Mackey added, and unlike other acquisitions in the business world, Amazon didn’t try to force its culture on the company. 

“They didn’t try to change Whole Foods,” he said.

Latest in Retail

Fury road: Cities are seizing illegal mopeds and scooters amid backlash against food delivery drivers

Meet the 59-year-old Barbie ‘dealer’ whose hustle has netted $2 million in sales

Tides turn for seafood—more fish were farm-raised than caught in the wild for the first time ever

Kia recalls 463,000 Telluride SUVs that could catch fire, warns drivers to park outdoors

Cold Stone Creamery is facing a legal battle after a New York woman discovered that her ‘pistachio’ ice cream contained no real pistachios

Ikea will pay humans $17 an hour to work virtual jobs in its video game store

Most popular.

After 12 ‘shocking’ months of broken heat records, scientists say Earth is 4 years away from crossing 1.5 degrees of heating

He taught at MIT, worked at Morgan Stanley, and convinced Bill Ackman and Galaxy to back his $200 million crypto fund by his early 30s. His future is now in jeopardy

Boomers are setting up a showdown with millennials, aging in place and plunking down hundreds of thousands on renovating their homes

Roaring Kitty was poised to become a freshly minted billionaire until GameStop threw a monkey wrench in the plan

Cathay Pacific trainee pilots have damaged so many planes a U.S. flying school has banned them from solo flights