Amazon and the Culture of “Why?”: the philosophy of a giant, summarized by its CEO Andy Jassy

Why? It is a question that we have all asked ourselves at some point, including the former coach of Real Madrid Jose Mourinho. However, at Amazon, it is not just a philosophical or anecdotal matter: it is the foundation of its entire corporate culture. In his 2025 annual letter to shareholders, CEO Andy Jassy reveals how this inquisitive mindset has been key to transforming Amazon into one of the most innovative companies in the world.

In that letter, Jassy defines Amazon as a “Why company” (a company of “why”), that never stops questioning why things are the way they are, and why they cannot be better. According to Jassy, this attitude has enabled breakthroughs as disruptive as Amazon Prime, AWS, Alexa, or its new Kuiper satellite network.

Amazon, the company of “why”

For Jassy, instead of accepting the rules of the game, Amazon reinvents them from a very simple foundation: questioning everything. Why should a shipment take so long? Why not democratize the cloud? Why cannot customers leave their own reviews? All of these questions led to decisions that changed not only Amazon but entire sectors.

Questioning the status quo, challenging conventions, and constantly seeking better ways to serve customers are the cornerstones of its philosophy. From the very beginning, when they asked “Why not offer all printed books?” to the creation of AWS, Alexa, and Prime Video, the question “why?” has been the starting point for invention at the company.

But this culture of curiosity, far from being chaotic, is structured.

Which are the Amazon principles

Amazon’s Leadership Principles, such as “Learn and Be Curious” and “Have Backbone; Disagree and Commit”, encourage constructive debate and the pursuit of the best solution, regardless of its origin. Jassy also highlights that for a leader, it is not about always being right, but about knowing how to listen, challenge oneself, and change one’s mind when new data emerges.

As he explains in his letter:

“My father told me that I was the kind of child who kept asking why, perhaps to an annoying extent. He also reminded me how, shortly after joining Amazon in 1997, he tried to persuade me to work in a more traditional place (and on the East Coast, closer to family), only to realize that I had already found the perfect place.

That is because Amazon is a ‘Why company.’ We constantly ask why, and why not. It helps us deconstruct problems, reach root causes, understand blockers, and open doors that previously seemed impenetrable. Amazon has an unusually high quotient of this ‘Why Quotient’ (let us call it ‘WQ’), and this frames the way we think about everything we do.

Starting in 1995, we asked why we could not offer customers all printed books? Then, we asked, why limit ourselves to printed books? Why cannot we also offer all out-of-print books? Why not offer every book ever written, in any language, all available in 60 seconds on a lightweight device that fits in the palm of your hand (Kindle)?

When we offer reviews, why should they all come from professional ‘experts’? Customers are great resources and will be brutally honest. Why not include customer reviews, even if sometimes they dissuade a purchase? Why not offer more than books? What about music, video, electronics, tools, kitchen, clothing, furniture? Why not practically everything?

Why should we be the only sellers of these items? Millions of third-party merchants and small sellers offer similar or unique items. Why not let customers choose the selection, price, and delivery speed they prefer from these millions of sellers?”

• To learn more: History of Amazon, how the eCommerce leader was born

Practices to strengthen the “why” culture

Additionally, Amazon has developed internal practices that reinforce this culture. Among them, “narratives” stand out, six-page documents that replace PowerPoint presentations. For the CEO of Amazon, “narratives are more difficult for the presenter (it is hard to write a thoughtful six-page document that highlights the key themes with enough detail to be clear and concise), but it is much easier for the audience to engage and ask the right ‘why’ questions.

Another of Amazon’s practices includes the “working backwards” documents, which simulate press releases and Frequently Asked Questions (FAQs) documents before starting a project, forcing teams to question and validate their ideas from the perspective of the customer who will receive them in the future.

“The largest startup in the world”

In his letter, Jassy describes Amazon as “the largest startup in the world”, a company that never stops learning, experimenting, and challenging the status quo. This mindset, combined with its customer obsession, is what drives its continued success and what promises to make Amazon a key player in the next technological revolution.

Jassy structures this approach based on these six pillars:

• Customer focus: The company must be centered on solving real customer problems or significantly improving their experience. Rather than prioritizing technology for its own sake, focus is placed on customer needs.
• Need for “builders”: Amazon seeks creative and innovative people, who continually question customer experiences and seek ways to improve them. There is a “divine dissatisfaction” that leads to the creation of innovations to enhance products and services.
• Owner culture: Employees are encouraged to have an owner mentality. This means feeling responsibility for the company’s success and acting as if it were their own business. In other words, making decisions with cost-benefit awareness, even outside their own functions.
• Importance of speed: Jassy emphasizes that speed is fundamental in all businesses and at all times. For the company, acting quickly has become crucial to not miss business opportunities or be overtaken by competition.
• Being “scrappy”: Despite its size, Amazon must maintain the ability to be agile and utilize resources efficiently, like a startup with financial constraints.
• Risk tolerance: To achieve significant innovations, Amazon must be willing to take risks. This implies the possibility of failure but also the opportunity for great rewards.

Essentially, the idea of Amazon as “the largest startup in the world” seeks to maintain the agility, innovation, and customer focus that characterize emerging companies, even as Amazon grows in size and complexity.

The whys of tomorrow

But the “why” culture is not limited to internal innovation. Amazon also applies it to its relationship with the outside world. Jassy questions why AI has to be so expensive, why healthcare has to be so stressful, and why people in small towns cannot enjoy the same delivery speeds as in cities.

These questions, far from being rhetorical, are the starting point for new initiatives. Amazon is heavily investing in artificial intelligence, recognizing its potential to transform all customer experiences. It is developing custom AI chips, advanced language models, and practical applications like Alexa+, which promise to revolutionize how we interact with technology. Jassy’s vision of AI is ambitious. He believes that generative AI will reinvent practically every customer experience, from online shopping to healthcare. And Amazon, with its “why” culture, is determined to lead this transformation.

But Amazon does not limit itself to AI. It is also expanding its fast delivery services to rural areas and launching Project Kuiper, a satellite network to provide broadband connectivity to underserved communities.

Image: Amazon