Tatyana Mamut at Amplify

1. LEADING THROUGH
TUMULTUOUS TIMES
Tatyana Mamut, PhD
www.tmamut.com

2. About Me
01 | General Manager at Amazon
02 | Vice President of IoT Cloud at Salesforce
03 | Chief of Staff of Sales Cloud at Salesforce
04 | Practice Director at IDEO
05 | PhD in Economic Anthropology &
BA in Economics

4. ENGINE

5. WEATHER

6. PIRATES

7. NEW DEADLINE

8. Leadership is the
confidence to move
ahead in uncertainty.

10. CUSTOMER
OBSESSION

12. Working Backwards
At Amazon, there is nothing more important than
thinking about the business from a Customer lens.
AWS starts every meeting with a document,
usually focused on the customer.
PRFAQ with competitive analysis: “Put that
section in the Appendix.”

13. Culture of
Customer Success
Create the future for customers -- and guide
them to it.
Measure their success, and grow as they grow.

14. Think of a recent high-stakes decision.
Was it made on customer obsession?
...Instead of competitor, technology,
profit, or product obsession?

15. PRINCIPLES
& KPIs

16. Strong Principles
Amazon’s Leadership Principles guide
decision making across the
organization -- from hiring and
promotions to product decisions.

17. V2MOM Prioritization
At Salesforce, everyone understand the corporate
strategy and priorities based on the V2MOM
process. These are all posted publicly for all
employees to see.
Budgeting happens through the V2MOM process,
and there is no ambiguity as to why you got less
(or more) funding for the year.

19. Reflect on the principles
and metrics that orient
decision-making on
your team.
Are these consistent?

20. EXPERIMENT
& ITERATE

21. 2-Pizza Teams &
2-Way Doors
Teams are empowered to drive the business with
great autonomy. The organizing principle is
2-Pizza Teams, which decrease their
dependencies and make autonomous decisions to
move quickly.
The governance of decisions is guided by the
“1-way Door” vs “2-way Door” principle. This
allows big decisions to be escalated while
decisions that can be undone are made quickly by
the people at the lowest levels.

22. Tolerance for Failure
Teams are incentivized to take risks.
Failure is tolerated as long as there is good
learning. GMs are given several chances for a win,
and engineers and product managers who deliver
well are promoted -- even on unsuccessful
projects.

23. Product prototypes and Dreamforce demos help
teams try ideas before investing years in building
the entire product. By getting customer feedback
early on prototypes, teams build confidence that
what they are building is high-value to customers.
Low-Fidelity
Prototyping

24. Who in your organization can run
experiments?

25. LEAD,
LEARN,
ACT.

26. Thank you.
www.tmamut.com

27. Thank you
Tatyana Mamut, PhD
www.tmamut.com