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Hanging up the flannel
Earlier today， Jeff Wilke announced his retirement from Amazon after over two decades with the company. Below are the messages Jeff Wilke and Jeff Bezos sent to Amazon teams around the world.
From: Jeff BezosTo: Amazon employeesSubject: RE: Hanging up the flannel
After more than two decades， Jeff Wilke is planning to retire from Amazon early next year. I've attached below the heartfelt note he just sent to his organization sharing that news.
Since Jeff joined the company， I have been lucky enough to have him as my tutor. I've learned so much from him， and I'm not the only one. He's been an incredible teacher to all of us. That form of leadership is so leveraged. When you see us taking care of customers， you can thank Jeff for it. And there's this important point: in tough moments and good ones， he's been just plain fun to work with. Never underestimate the importance of that. It makes a difference.
Jeff's legacy and impact will live on long after he departs. He is simply one of those people without whom Amazon would be completely unrecognizable. Thank you， Jeff， for your contributions and your friendship.
Jeff has also set us up to succeed in his absence. I can't think of someone more suited to step into Jeff's role than Dave Clark. Those of you who have worked with Dave know his incredible passion for serving customers and supporting our employees – I am excited for him to lead our teams and continue innovating for customers.
I'd also like to congratulate our new S-team members Alicia Boler Davis， John Felton， and Dave Treadwell. I look forward to inventing with you.
Jeff
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From: Jeff WilkeTo: Worldwide Consumer employeesSubject: Hanging up the flannel
Heading into my 22nd holiday season at Amazon， I'm once more looking at the flannel shirts that fill my closet rack. This holiday with Amazon will be different in many ways. And it will be my last.
In December 1999， I left work most evenings – along with most of my colleagues from the half of a floor of Key Tower that housed the entire corporate operations team – to head to the Seattle Distribution Center to pack boxes and gift wrap presents. We also traveled to our buildings in Nevada， Kentucky， and Kansas. I always packed flannel shirts for these trips to colder parts of the country. Our main purpose was to ensure we shipped all customer orders in time for the holiday. But we benefitted in other ways from these visits. We got to see how the physical operations connected to our digital store， and I got to personally inspect our safety culture. We made new friends (and a few of these friendships led to marriages). And， perhaps most importantly， we gained enormous respect for the dedication and customer focus of our fellow employees who worked away from headquarters.
A few years later – with the help of an operational excellence focus built on Lean， statistical process control， a clear understanding of our bottlenecks， and purpose-built software – we didn't need to send corporate employees out to fulfillment centers (FCs) to add much-needed bandwidth supporting our associates. Everyone cheered our improving operational capability， but I noticed something was lost. Holiday conversations in our frugal， but comfortable， Seattle offices increasingly turned to holiday parties and eggnog， and away from the stories of FC heroics. I didn't hear the same sharing of respect for the work being done in our FCs， and I was committed to reconnecting corporate employees to operations.
We created Customer Connections so that every new employee spent time in an FC or Customer Service. I doubled down on representing our Operations team in the corporate environment， including starting every meeting with a safety tip. And I started to wear my flannel shirts every day of Q4. The flannel gave me a chance to talk about our operations and remind everyone of how dedicated and customer-focused our colleagues in the field were， too.
COVID-19 has pulled me back to my roots in operations as I work with the teams building antigen testing capacity， which we'll deploy first to our front-line employees. I'm so proud of the dedication our people have shown as they pick， pack， ship， and deliver to hundreds of millions of customers around the world who depend on us. These employees deserve every ounce of our attention to ensure their safety， which is why we've spent so much time and money to keep them healthy and safe. This testing work is very much in the spirit of flannel， and is the latest example of our commitment to the people in our fulfillment centers.
I'm planning to retire in Q1 of next year. I don't have a new job， and am as happy with and proud of Amazon as ever. I treasure the deep relationships we forged as we grew this company. From Jeff Bezos and my S-team colleagues to the hundreds and hundreds of leaders throughout Amazon who apply our Leadership Principles every single day. We worked hard. And we had a blast. So why leave? It’s just time. Time for Dave Clark to step in and lead the organization as CEO Worldwide Consumer. Time for Russ Grandinetti and Doug Herrington to expand their already considerable influence on our company's culture and performance. Time for me to take time to explore personal interests that have taken a back seat for over two decades.
As part of this transition， we are also adding John Felton， Alicia Boler Davis， and Dave Treadwell to S-team. This caps years of effort to develop incredibly capable leaders across our Consumer business.
John started as a senior financial analyst in Retail. He rose through the finance ranks to ultimately serve as the head of finance for Dave Clark’s WW Operations team. In 2018， Dave asked John to jump from Finance to Operations. He did so enthusiastically， first leading Global Customer Fulfillment， and now Global Delivery Services， which includes our hugely successful AMZL expansion.
While she was at General Motors， Alicia and I were introduced by a mutual friend and agreed to have lunch. We hit it off right away. I was so impressed with her leadership experience， technical acumen， and especially her dedication to the workers on the shop floor. She wasn’t wearing flannel， but I was sure we shared the same instincts. She’s off to a great start running Global Customer Fulfillment.
I met Dave Treadwell during our freshman year of college. He was already way better at writing code than I was. After spending nearly 30 years rising through the senior ranks at Microsoft， I asked him if he might consider joining Amazon. He was intrigued， and I jumped at the chance to hire him. "Tread" has led our eCommerce Foundation tech teams since he joined Amazon， driving huge architectural change through Rolling Stone and our transition to native AWS， along with a significant improvement in our infrastructure costs. Dave has an unusual mix of deep technical acumen and empathetic leadership， and he'll be a great add to the S-team.
I didn't hire Dave Clark. Our MBA recruiting team brought him on board months before I joined. But soon after my arrival at Amazon， I knew he was special. He posses sed a unique mix of raw intellect， systems thinking， sharp wit， and tons of leadership courage. I tested him. I "asked" him to go to Tokyo to start up our first Japanese FC (which he did after getting his first passport). I "asked" him to go to Campbellsville， Kentucky， to take a Senior Manager role. I hoped that one day Dave might be my successor leading Operations， but I knew he would need significant plant leadership experience to complete his mental models. After helping to dramatically improve the operations in Campbellsville， I asked him to take the General Manager role at our Delaware FC. The operations there were relatively simple， so the leadership challenge was more about leading people than optimizing process. Dave excelled again. From there， Dave returned to Seattle to stay， assuming various roles in Operations that included designing our next generation FCs. Seven years ago， he took over leadership of WW Operations and joined the S-team. Dave thinks and leads boldly. He's the Big Thinking energy behind the scale of Amazon Robotics， our Prime Air fleet， and AMZL deliveries. In the last two years， we moved Prime， Marketing， and the Stores organizations to Dave， giving him a chance to broaden his leadership beyond operations. Dave is now ready to lead WW Consumer， and I’ll be proud to turn it over to him early next year.
We have an important holiday season ahead as customers will be depending on us more than ever. We have so much to do in the coming months， so I’m not leaving yet. After this holiday season， we’ll have time for Chime high fives and socially distant thank-yous and goodbyes， and I’ll cherish each of them.
Thank you for caring about our customers and about each other. Amazon is a very special company， and it is my honor and privilege to help lead it for just a little while longer.
JAW
Jeff Wilke CEO， Worldwide Consumer
把法兰绒挂起来
今天早些时候，杰夫·威尔克在亚马逊工作了20多年后宣布从亚马逊退休。以下是Jeff Wilke和Jeff Bezos发给全球亚马逊团队的信息。
发件人：Jeff BezosTo:亚马逊员工主题：回复：挂上法兰绒
二十多年后，杰夫·威尔克打算明年初从亚马逊退休。我在下面附上了他刚刚寄给他的组织的发自内心的消息。
自从杰夫加入公司以来，我有幸请他做我的家庭教师。我从他身上学到了很多，我不是唯一一个。对我们所有人来说，他都是个了不起的老师。这种领导方式是如此的有影响力。当你看到我们照顾顾客时，你可以感谢杰夫。有一点很重要：在艰难和美好的时刻，他和他在一起工作是很有趣的。千万不要低估这一点的重要性。这会有不同。
杰夫的遗产和影响将在他离开后很长一段时间内继续存在。他只是那些离开亚马逊将完全无法辨认的人之一。谢谢你，杰夫，感谢你的贡献和友谊。
杰夫也让我们在他不在的时候取得成功。我想不出比戴夫·克拉克更适合接替杰夫的角色了。与戴夫共事过的人都知道他对服务客户和支持我们员工的非凡热情，我很高兴他能领导我们的团队，继续为客户创新。
我也要祝贺我们新的S团队成员Alicia Boler Davis，John Felton和Dave Treadwell。我期待着和你一起发明。
杰夫
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发件人：Jeff WilkeTo:全球消费者雇员主题：挂上法兰绒
进入我在亚马逊的第22个假期，我又一次看到了我衣橱里的法兰绒衬衫。亚马逊的这个假期在很多方面都会有所不同。这将是我的最后一次。
1999年12月，我大部分晚上都下班了——和我的大多数同事都是在Key Tower的半层楼，那里住着整个公司的运营团队——前往西雅图的配送中心打包包装盒和礼品。我们还参观了我们在内华达州、肯塔基州和堪萨斯州的建筑。我总是把法兰绒衬衫打包，以便去这个国家较冷的地方旅行。我们的主要目的是确保所有客户订单在假期前及时发货。但我们从这些访问中从其他方面获益。我们要看看实体店是如何与我们的数码商店联系在一起的，我还亲自检查了我们的安全文化。我们交了新朋友（其中一些友谊导致了婚姻）。而且，也许最重要的是，我们对那些在总部以外工作的同事的奉献精神和以客户为中心的精神赢得了极大的尊重。
几年后，在精益运营、统计流程控制、对瓶颈的清晰理解以及专门构建的软件的帮助下，我们不需要将公司员工派遣到履行中心（FCs）来增加支持我们员工的急需带宽。每个人都为我们不断提高的作战能力欢呼，但我注意到有些东西丢失了。在我们节俭但舒适的西雅图办公室里，假日谈话越来越多地转向假日聚会和蛋酒，而远离足球俱乐部英雄的故事。我没有听到同样的尊重在我们的未来作战系统中所做的工作，我致力于重新连接公司员工与行动。
我们建立了客户关系，使每个新员工都能在FC或客户服务部门工作。我加倍努力在公司环境中代表我们的运营团队，包括在每次会议开始时提供安全提示。第四季度我开始每天穿法兰绒衬衫。法兰绒给了我一个机会来谈谈我们的业务，并提醒每个人我们在这个领域的同事是多么敬业和以客户为中心。
COVID-19让我重新回到了我在运营中的根基，因为我与团队一起建立抗原检测能力，我们将首先部署到我们的一线员工。我为我们的员工在挑选、包装、装运和交付给全世界数亿依赖我们的客户时所表现出的奉献精神感到骄傲。这些员工应该得到我们的每一分关注，以确保他们的安全，这就是为什么我们花了这么多时间和金钱来保持他们的健康和安全。这项测试工作非常符合法兰绒的精神，是我们对履行中心员工承诺的最新例证。
我计划明年第一季度退休。我没有新工作，我和以前一样为亚马逊感到高兴和自豪。我很珍惜我们在公司发展过程中建立的深厚关系。从Jeff Bezos和我的S-team同事到亚马逊上百名每天都在应用我们的领导原则的领导者。我们努力工作。我们玩得很开心。为什么要离开？只是时间。戴夫·克拉克（Dave Clark）该作为全球消费者首席执行官介入并领导公司。是时候让Russ Grandinetti和Doug Herrington扩大他们对公司文化和业绩已经相当大的影响力了。是时候让我花点时间去探索个人兴趣了，这些兴趣在过去20多年里一直处于次要地位。
作为这一转变的一部分，我们还将约翰·费尔顿、艾丽西亚·博勒·戴维斯和戴夫·特雷德韦尔加入S团队。这标志着我们多年来在消费者业务中培养能力惊人的领导者的努力。
约翰一开始是零售业的高级金融分析师。他在财务部门晋升，最终担任戴夫·克拉克WW运营团队的财务主管。2018年，戴夫让约翰从财务跳槽到运营部门。他非常热心地做到了这一点，先是领导全球客户实现，现在又是全球交付服务，其中包括我们非常成功的AMZL扩张。
当她在通用汽车公司工作时，我和艾丽西亚在一个共同的朋友的介绍下同意共进午餐。我们马上就合得来了。她的领导经验、技术敏锐，尤其是她对车间工人的奉献精神给我留下了深刻的印象。她没有穿法兰绒，但我确信我们有相同的本能。她在全球客户实现方面有了一个很好的开端。
我在大学一年级的时候认识了戴夫·特雷德韦尔。他写代码的能力已经比我强多了。在花了近30年时间在微软的高层晋升之后，我问他是否可以考虑加入亚马逊。他很感兴趣，我欣然接受了雇用他的机会。”自从加入亚马逊以来，Tread一直领导着我们的电子商务基金会技术团队，通过Rolling Stone和我们向本地AWS的过渡推动了巨大的架构变革，同时我们的基础设施成本也有了显著提高。戴夫拥有非凡的技术敏锐性和富有同情心的领导才能，他将是S团队的一个重要补充。
我没有雇戴夫·克拉克。我们的MBA招聘团队在我加入前几个月就把他带到了公司。但在我到达亚马逊后不久，我就知道他很特别。他拥有一个独特的混合体原始智力，系统思维，敏锐的智慧和吨吨领导勇气。我测试过他。我“请”他去东京创办我们的第一家日本足球俱乐部（他拿到第一本护照后就这样做了）。我“请”他去肯塔基州的坎贝尔维尔担任高级经理一职。我希望有一天戴夫能成为我的接班人，领导运营，但我知道他需要丰富的工厂领导经验来完成他的心智模型。在帮助坎贝尔斯维尔大幅度改善运营后，我请他担任特拉华足球俱乐部的总经理一职。那里的操作相对简单，所以领导的挑战更多的是领导人员而不是优化流程。戴夫又出类拔萃了。从那里，戴夫回到西雅图留下来，在作战中担任各种角色，包括设计我们的下一代FCs。七年前，他接手了WW运营的领导并加入了S团队。戴夫大胆地思考和领导。他是亚马逊机器人公司、我们的顶级航空公司和AMZL公司交付产品规模背后的巨大思考能量。在过去的两年里，我们把Prime、Marketing和Stores组织转移到了Dave手中，这给了他一个机会，让他在运营之外扩大领导力。Dave现在已经准备好领导WW Consumer了，我很自豪明年初将它交给他。
我们即将迎来一个重要的假期，因为客户将比以往任何时候都更加依赖我们。在接下来的几个月里我们有很多事情要做，所以我还没有离开。在这个假期过后，我们将有时间高唱五重奏，在社交上遥不可及的感谢和道别，我会珍惜每一个。
感谢您关心我们的客户和彼此。亚马逊是一家非常特殊的公司，我很荣幸能帮助它再领导一段时间。
颚
Jeff Wilke全球消费者首席执行官