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Amazon is instructing corporate staffers to spend five days a week in the office, CEO Andy Jassy wrote in a memo on Monday.

The decision marks a significant shift from Amazon’s earlier return-to-work stance, which required corporate workers to be in the office at least three days a week. Now, the company is giving employees until Jan. 2 to start adhering to the new policy.

Amazon also plans to simplify its corporate structure by having fewer managers in order to “remove layers and flatten organizations,” Jassy said. The company rapidly grew its headcount over the course of the pandemic before Jassy took the helm and instituted widespread cost cuts across Amazon, including the largest layoffs in its 27 years as a public company.

Jassy wrote in a lengthy missive to staffers that Amazon is making the changes in order to strengthen its corporate culture and ensure that it remains nimble. He underscored the point by saying the company created a “bureaucracy mailbox,” or dedicated email alias, to root out any unnecessary processes or excessive rules within the company.

“We want to operate like the world’s largest startup,” Jassy wrote. “That means having a passion for constantly inventing for customers, strong urgency (for most big opportunities, it’s a race!), high ownership, fast decision-making, scrappiness and frugality, deeply-connected collaboration (you need to be joined at the hip with your teammates when inventing and solving hard problems), and a shared commitment to each other.”

Hey team. I wanted to send a note on a couple changes we’re making to further strengthen our culture and teams.

First, for perspective, I feel good about the progress we’re making together. Stores, AWS, and Advertising continue to grow on very large bases, Prime Video continues to expand, and new investment areas like GenAI, Kuiper, Healthcare, and several others are evolving nicely. And at the same time we’re growing and inventing, we’re also continuing to make progress on our cost structure and operating margins, which isn’t easy to do. Overall, I like the direction in which we’re heading and appreciate the hard work and ingenuity of our teams globally.

When I think about my time at Amazon, I never imagined I’d be at the company for 27 years. My plan (which my wife and I agreed to on a bar napkin in 1997) was to be here a few years and move back to NYC. Part of why I’ve stayed has been the unprecedented growth (we had $15M of annual revenue the year before I joined—this year should be well north of $600B), the perpetual hunger to invent, the obsession with making customers’ lives easier and better every day, and the associated opportunities these priorities present. But, the biggest reason I’m still here is our culture. Being so customer focused is an inspiring part of it, but it’s also the people we work with, the way we collaborate and invent when we’re at our best, our long-term perspective, the ownership I’ve always felt at every level I’ve worked (I started as a Level 5), the speed with which we make decisions and move, and the lack of bureaucracy and politics.

Our culture is unique, and has been one of the most critical parts of our success in our first 29 years. But, keeping your culture strong is not a birthright. You have to work at it all the time. When you consider the breadth of our businesses, their associated growth rates, the innovation required across each of them, and the number of people we’ve hired the last 6-8 years to pursue these endeavors, it’s pretty unusual—and will stretch even the strongest of cultures. Strengthening our culture remains a top priority for the s-team and me. And, I think about it all the time.

We want to operate like the world’s largest startup. That means having a passion for constantly inventing for customers, strong urgency (for most big opportunities, it’s a race!), high ownership, fast decision-making, scrappiness and frugality, deeply-connected collaboration (you need to be joined at the hip with your teammates when inventing and solving hard problems), and a shared commitment to each other.

Two areas that the s-team and I have been thinking about the last several months are: 1/ do we have the right org structure to drive the level of ownership and speed we desire? 2/ are we set up to invent, collaborate, and be connected enough to each other (and our culture) to deliver the absolute best for customers and the business that we can? We think we can be better on both.

On the first topic, we’ve always sought to hire very smart, high judgment, inventive, delivery-focused, and missionary teammates. And, we have always wanted the people doing the actual detailed work to have high ownership. As we have grown our teams as quickly and substantially as we have the last many years, we have understandably added a lot of managers. In that process, we have also added more layers than we had before. It’s created artifacts that we’d like to change (e.g., pre-meetings for the pre-meetings for the decision meetings, a longer line of managers feeling like they need to review a topic before it moves forward, owners of initiatives feeling less like they should make recommendations because the decision will be made elsewhere, etc.). Most decisions we make are two-way doors, and as such, we want more of our teammates feeling like they can move fast without unnecessary processes, meetings, mechanisms, and layers that create overhead and waste valuable time.

So, we’re asking each s-team organization to increase the ratio of individual contributors to managers by at least 15% by the end of Q1 2025. Having fewer managers will remove layers and flatten organizations more than they are today. If we do this work well, it will increase our teammates’ ability to move fast, clarify and invigorate their sense of ownership, drive decision-making closer to the front lines where it most impacts customers (and the business), decrease bureaucracy, and strengthen our organizations’ ability to make customers’ lives better and easier every day. We will do this thoughtfully, and our PxT team will work closely with our leaders to evolve our organizations to accomplish these goals over the next few months.

[By the way, I’ve created a “Bureaucracy Mailbox” for any examples any of you see where we might have bureaucracy or unnecessary process that’s crept in and we can root out…to be clear, companies need process to run effectively, and process does not equal bureaucracy, but unnecessary and excessive process or rules should be called out and extinguished. I will read these emails and action them accordingly.]

To address the second issue of being better set up to invent, collaborate, and be connected enough to each other and our culture to deliver the absolute best for customers and the business, we’ve decided that we’re going to return to being in the office the way we were before the onset of COVID. When we look back over the last five years, we continue to believe that the advantages of being together in the office are significant. I’ve previously explained these benefits (February 2023 post), but in summary, we’ve observed that it’s easier for our teammates to learn, model, practice, and strengthen our culture; collaborating, brainstorming, and inventing are simpler and more effective; teaching and learning from one another are more seamless; and, teams tend to be better connected to one another. If anything, the last 15 months we’ve been back in the office at least three days a week has strengthened our conviction about the benefits.

Before the pandemic, not everybody was in the office five days a week, every week. If you or your child were sick, if you had some sort of house emergency, if you were on the road seeing customers or partners, if you needed a day or two to finish coding in a more isolated environment, people worked remotely. This was understood, and will be moving forward as well. But, before the pandemic, it was not a given that folks could work remotely two days a week, and that will also be true moving forward—our expectation is that people will be in the office outside of extenuating circumstances (like the ones mentioned above) or if you already have a Remote Work Exception approved through your s-team leader.

We are also going to bring back assigned desk arrangements in locations that were previously organized that way, including the U.S. headquarters locations (Puget Sound and Arlington). For locations that had agile desk arrangements before the pandemic, including much of Europe, we will continue to operate that way.

We understand that some of our teammates may have set up their personal lives in such a way that returning to the office consistently five days per week will require some adjustments. To help ensure a smooth transition, we’re going to make this new expectation active on January 2, 2025. Global Real Estate and Facilities (GREF) is working on a plan to accommodate desk arrangements mentioned above and will communicate the details as they are finalized.

I want to thank our leaders and support teams in advance for the work they will do to improve their org structures over the coming months. With a company of our size and complexity, the work won’t be trivial and it will test our collective ability to invent and simplify when it comes to how we organize and go after the meaningful opportunities we have across all of our businesses.

Having the right culture at Amazon is something I don’t take for granted. I continue to believe that we are all here because we want to make a difference in customers’ lives, invent on their behalf, and move quickly to solve their problems. I’m optimistic that these changes will better help us accomplish these goals while strengthening our culture and the effectiveness of our teams.

Thanks, Andy

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Elon Musk thanks Trump, says he’s leaving government work with DOGE

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Elon Musk thanks Trump, says he's leaving government work with DOGE

Tesla CEO Elon Musk reacts while wearing a cap with the words “Gulf of America” as he attends a cabinet meeting held by U.S. President Donald Trump at the White House in Washington, D.C., U.S., April 30, 2025.

Evelyn Hockstein | Reuters

With his official stint in government coming to an end, Elon Musk thanked President Donald Trump on Wednesday for “the opportunity to reduce wasteful spending.”

Since joining the second Trump administration at the beginning of the term in January, Musk has led the Department of Government Efficiency, tasked with slashing the size of the federal government.

As a so-called special government employee, Musk can work for the administration for 130 days in a calendar year. The end of May marks 130 days since Trump’s inauguration.

“The @DOGE mission will only strengthen over time as it becomes a way of life throughout the government,” Musk wrote.

A White House official who was granted anonymity to describe personnel matters confirmed Musk’s departure and said he will begin offboarding Wednesday night.

Musk was critical of Trump’s spending bill that’s making its way through Congress, saying in a CBS interview set to air June 1 that it “undermines the work that the DOGE team is doing.”

Read more CNBC tech news

Musk, the world’s richest person, is CEO of Tesla, SpaceX and artificial intelligence startup xAI. Musk said this week that he plans to focus more on his businesses.

On a Tesla earnings call in April, Musk said that his time spent running DOGE would drop significantly by the end of May. On the same call, he said that he would still spend a “day or two per week” on government work until the end of Trump’s term.

Musk has also said he plans to keep his small office at the White House.

During his first 100 days working with the Trump administration, Musk said in an interview with Fox Digital News that he had worked in Washington, D.C. on his DOGE initiative “7 days a week, or close to 7 days a week.”

Legal risks are now building up for Musk with myriad cases filed in the U.S. alleging that he violated federal laws while leading DOGE.

On Wednesday, pension fund leaders sent a letter to Tesla’s board saying that they should require Musk to put in 40 hours per week, at a minimum, at the EV maker as a condition to attain any future CEO pay package.

CNBC’s Chris Eudaily contributed to this story.

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Tesla investors demand Musk work 40-hour week at EV maker as ‘crisis’ builds

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Tesla investors demand Musk work 40-hour week at EV maker as 'crisis' builds

Elon Musk interviews on CNBC from the Tesla Headquarters in Texas.

CNBC

Elon Musk needs to spend more time at Tesla as his electric vehicle company faces a “crisis,” according to a letter on Wednesday from a group of pension fund leaders who manage investments in the company.

“Tesla’s stock price volatility, declining sales, as well as disconcerting reports regarding the company’s human rights practices, and a plummeting global reputation are cause for serious concern,” the investors wrote in a letter to Robyn Denholm, the company’s board chair. “Moreover, many issues are linked to Mr. Musk’s actions outside of his role as Technoking and Chief Executive Officer at Tesla, including his high-profile role as an architect of the U.S. Department of Government Efficiency (DOGE).”

The investors want the Tesla board to require Musk to work a minimum of 40 hours per week at the automaker as a condition of any new compensation plan they may arrange for him. They also want a clear succession plan for management of the EV business, and a policy that would apply to all Tesla directors limiting their outside board commitments at public and private companies.

Early last year, the Delaware Court of Chancery ordered Tesla to rescind Musk’s 2018 CEO pay package, which had been worth around $56 billion, finding that Musk controlled the company, and the board’s compensation committee misled shareholders before seeking their vote to approve the plan.

Musk now says he wants even more shares, amounting to 25% voting control of the company.

Tesla’s brand value and reputation have declined since 2024, due largely to Musk‘s incendiary rhetoric and political activities. In addition to pouring nearly $300 million into an effort to get Donald Trump back into the White House, Musk formally endorsed Germany’s far-right AfD party ahead of the country’s parliamentary election this year.

At DOGE, Musk has led an initiative by the Trump administration to slash federal agencies.

Tesla once ranked eighth among the most popular American brands in the Axios Harris Poll of public perceptions of the 100 most visible U.S. companies. But recently, Tesla dropped to 95th, behind six other automakers in that poll.

Tesla’s stock price is down 12% this year, while the Nasdaq is down just 1%.

Data this week revealed that Tesla’s monthly sales across Europe plunged by nearly half in April compared to the same time last year. That trend extends the steep declines Tesla saw in the first quarter.

The investors who signed Wednesday’s letter own about 7.9 million shares in the company combined. They blamed a Tesla board that’s “unwilling to act in the best interest of all Tesla shareholders” by requiring Musk’s “full-time attention” on the company.

Musk said this week that he plans to focus more on his businesses, which include xAI and SpaceX in addition to Tesla.

Those who signed the letter included the pro-labor SOC Investment Group, American Federation of Teachers, New York City Comptroller Brad Lander and Oregon State Treasurer Elizabeth Steiner.

The investors asked Tesla to add at least one new independent director with no personal ties to other board members. Tesla earlier this month said former Chipotle CFO Jack Hartung will join the company’s board. Hartung previously worked with Musk’s brother and Tesla board member Kimbal Musk, who was a board member at the Mexican food chain.

Tesla didn’t respond to a request for comment in response to the letter.

Read the investors’ letter in full here.

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Elon Musk is going to have a 'maniacal intensity' on both Tesla & SpaceX's Starship: Walter Isaacson

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Mark Zuckerberg says Meta AI has 1 billion monthly active users

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Mark Zuckerberg says Meta AI has 1 billion monthly active users

Meta CEO Mark Zuckerberg appears at the Meta Connect event in Menlo Park, California, on Sept. 25, 2024.

David Paul Morris | Bloomberg | Getty Images

Meta’s AI assistant now has 1 billion monthly active users across the company’s family of apps, CEO Mark Zuckerberg said Wednesday at the company’s annual shareholder meeting.

The “focus for this year is deepening the experience and making Meta AI the leading personal AI with an emphasis on personalization, voice conversations and entertainment,” Zuckerberg said.

The artificial intelligent assistant’s 1 billion milestone comes after the company in April released a standalone app for the tool.

The plan is for Meta to keep growing the product before building a business around it, Zuckerberg said on Wednesday. As Meta AI improves overtime, Zuckerberg said “there will be opportunities to either insert paid recommendations” or offer “a subscription service so that people can pay to use more compute.”

In February, CNBC reported that Meta was planning to debut a standalone Meta AI app during the second quarter and test a paid-subscription service akin to rival chat apps like OpenAI’s ChatGPT.

“It may seem kind of funny that a billion monthly actives doesn’t seem like it’s at scale for us, but that’s where we’re at,” Zuckerberg told shareholders.

During the Meta shareholder meeting, investors voted on 14 different items related to the company’s business, nine of which were shareholder proposals covering topics such as child safety, greenhouse gas emissions and a proposed bitcoin treasury assessment.

Shareholder proposal 8, for example, was submitted by JLens, which is an investment advisor and affiliate of the Anti-Defamation League, and called for Meta to prepare an annual report detailing and addressing hate content, including antisemitism, on its services following January policy changes that relaxed content-moderation guidelines.

Early voting results on Wednesday showed the proposals that Meta’s board did not recommend were unlikely to pass, including one calling for the company to end its dual-class share structure, which gives Zuckerberg significant voting power. Meanwhile, the voting items that the board favored, including those pertaining to approving the company’s board of director nominees and an equity incentive plan, were likely to pass, based on the preliminary results.

Meta said final polling results will be released within four business days on the company’s website and the U.S. Securities and Exchange Commission.

WATCH: Okta shares fall more than 11% on uncertain outlook.

Okta shares fall more than 11% on uncertain outlook

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