Elon Musk case study

Introduction

Elon Musk entered this world on June 28, 1971 in Pretoria, South Africa with British and Pennsylvania Dutch ancestors among his blood heritage. Maye serves as a model and dietician while Errol Musk maintains his career as electromechanical engineer, pilot, sailor, and consultant as well as property developer. The family of Elon Musk includes a younger brother named Kimbal and a sister as well as four paternally inherited siblings. Anglican Church raised Elon Musk during his childhood in Pretoria while religious authorities baptized him. 

Education

Musk also attended several schools in South Africa like Bryanston High School, Pretorius High School and Waterkloof House Preparatory School. Later, in order not be mobilized to the South African defense forces and to be able to migrate to the United States, he applied for a visa for Canada. He had spent five months in waiting for his application at the University of Pretoria. Musk’s first days in the new country were tough and for some time after arriving in Canada in 1989, he worked at a timber mill and at a farm. He started his education at Kingston, Ontario’s Queen University in 1990, whereby he transferred to University of Pennsylvania. The Wharton School of the university was the university where he received both Bachelor of Arts in physics in 1997 and Bachelor Science in economics.

During the same year in 1994, Musk worked as an intern at Rocket Science Games a company based in Palo Alto and got an opportunity to work at the energy storage start up known as Pinnacle Research Institute in Silicone. He was accepted, in Stanford University doctoral program in materials science in 1995 and opted not to enrol. Since Musk did not get a response about his employment application to Netscape, he moved on to other endeavours. To this, Musk responded that he had student visa that converted to H1-B and that he does not need authorization to work.

Early Ventures: Zip2 and X.com

Incorporated in 1995 by Elon Musk together with his brother Kimbal and Greg Kouri, Zip2 was a web software start up that began with the financial support of Musk’s father. In the newspaper-publishing sector, the growth of Internet city guide was developed and advertised by the company. In the day, Musk coded the website and preserved seventy hours a week. To further the company’s plan of advertising, the board approved the firm not to acquire CitySearch as earlier considered. In this case, Musk could not be successful in his endeavours to become the CEO. In 1999, Compaq bought Zip2 for $307 million and because of the sale; Musk was able to gain $ 22 million for his 7 percent stake in Zip2.

In 1999, Elon Musk co-founded X.com, a start-up that provided online banking and email payments. With more than 200,000 clients in its first few months of operation, the business was among the first online banks to receive federal insurance. However, investors thought Musk lacked experience, so they replaced him with Bill Harris. To prevent competition, Max Levchin and Peter Thiel formed Continuity, which merged with X.com. Musk came back as CEO, but Thiel quit because he preferred Microsoft software. The board fired musk in 2000 because of problems with technology and a disjointed business plan. PayPal rebranded itself as PayPal in 2001, and eBay acquired the business for $1.5 billion in stock in 2002, earning Musk $175.8 million. Musk claimed that the domain X.com had sentimental value and paid PayPal an undisclosed sum for it in 2017.

SpaceX: Revolutionizing Space Travel

SpaceX is an American aerospace firm founded by Elon Musk in 2002 and revolutionized commercial rocket business. For instance, the company was the first with a commercial firm to send a manned spacecraft to the International Space Station (ISS) and dock it and the first to also launch and land a spacecraft from Earth orbit. Comparatively, Falcon 1 that emphasized restricted performance and functionality and was a two-stage, liquid-fuelled rocket designed for placing small satellites into orbit flitted was relatively cheaper to build and operate. The launch cost had been partly made cheaper by SpaceX’s Merlin engine that costs less than what has been used by other businesses.

In March 2006, a fuel leak and a fire led to the first mission of Falcon 1 ending precociously. By 2008, SpaceX is awarded a contract by NASA worth more than one billion US dollars, making SpaceX as the first privately funded company to send a liquid-fuelled rocket into space. SpaceX first will tested the larger Falcon 9, referred to as such because it is designed with nine engines, in 2010. In the following year, SpaceX started building the launch site for the Falcon Heavy; a shuttle that the corporation expected to transport people into interstellar space and penetrate the $1,000 per pound cost of launching cargo to orbit. In 2015, there was a near vertical landing to Earth of a Falcon 9 first stage at its launch site. Landing of two out of the first three rocket stages happened in the year 2018 after SpaceX began to use drone ships for touchdown. Starlink mega constellation Internet service provider company SpaceX has been launching satellites since 2019. Of all the satellites that have been launched and are in space by now in the year 2023, 3,660 of them are Starlink satellites.

Tesla: Transforming the Automotive Industry

Tesla foundation in the year 2003 was instrumental in the introduction of various changes within the electric vehicles market. The firm has since after establishment in 2003 has advocated and advanced electric cars; the Tesla roadster, was the first luxury model which was introduced in 2008. Since then, when governments and most of the population started looking for low-emission, green means of public transportation, major auto producers have not only developed but also launched their own EV. It is assumed that the market of EVs has developed since 2005 when the number of hybrid EVs’ sales in the United States reached one hundred thousand. Statistical data of the US precondition that 71,044 EVs and 384,404 hybrid EVs were sold by 2015. Tesla captured the lion share in the segment after selling 73,227 EVs between January and September 2017; however, BYD was in the second position.

The time, which can be characterized as decision-making of the auto sector, which until recently, has not been quite inclined to alterations, could be defined as the highest in terms of innovation. This, however, has changed due to Tesla market disruption causing car lovers to develop interest in Tesla brand of EVs that does not exist with other brands. While the trend has been present for quite some time now it is still gathering the pace in the industry of electronics. Some of the trends, which are hitting the industry at the OEM or supplier level and cause considerable investment, are megatrends of shared mobility, automotive driving, electrification, and connectivity. With politicians struggling to address safety concerns and innovation-oriented car manufacturers, the issue of Autonomous Vehicle (AV) where Tesla’s Autopilot is involved has raised controversy in Washington. Thanks to Tesla’s leadership in this case, American legislators and businesspersons tend to expect that the AVs are the future of the automobile industry.

 

 

Tesla’s supply chain challenges

Elon Musk, the CEO of Tesla, admitted that supply chain limitations and challenges obtaining battery feedstocks might prevent the widespread use of EV. For more than a year, the business has been battling supply chain problems, such as shortages of chips, rising raw material costs, and COVID-19 outbreaks. Musk said that long-term agreements with suppliers keep short-term prices low and encourage entrepreneurs to get into the lithium industry. Musk cautioned that these contracts might eventually expire, which could result in price rises.

The combination of labour and equipment shortages, transportation backlogs, and the skyrocketing cost of lithium, Tesla is experiencing supply chain issues with its solar and storage projects, resulting in delays and cancellations. Lithium-ion battery procurement has become challenging as a result, and US solar deployments fell short of projections for 2021. Since lithium iron phosphate batteries were used in the production of almost half of its vehicles in the first quarter, Tesla is concentrating on diversifying its battery chemistries. The ongoing supply chain problems have limited development, even as the company’s battery deployments rose 90% year over year to 846 MWh in Q1. Tesla is expanding production at a Mega pack factory in order to meet demand. In Q1, solar installations decreased 48% year over year to 48 MW, primarily because of import delays.

For example, Tesla had to replace a crucial component after supplier problems caused it to miss its Model 3 manufacturing targets in Q3 2017. Through Q4 2017, this production slowdown persisted, but Tesla stopped blaming suppliers. By the second quarter of 2018, the business intends to produce 5,000 Model 3s per week. The main causes of the problems are a shortage of capital and Tesla’s tiny stature in relation to other automakers. In addition to the supply chain’s ongoing development, Tesla does not have the same supplier relationships or capital as other major manufacturers.

Other Ventures and Projects

The innovative genius has been involved in several other companies and projects that seek to solve some of the world’s problems as well as the advancement of technology. Some of these include:

The Boring Company (TBC)

The Boring Company (TBC) was formally registered as TBC in January 2017 after Elon Musk launched it in December 2016. The company wants to increase tunnelling speed to the point where building a network of tunnels is financially viable. The Boring Company became a distinct corporate entity after being separated out of SpaceX in 2018. Its early workers, notably those from SpaceX, aided the success of the business. The business started creating its own tunnel boring equipment and finished testing it in Hawthorne, California. In December 2018, the Hawthorne test tunnel became accessible to the public. In July 2019, the Boring Company sold $120 million worth of stock to venture capital firms after Musk and non-flamethrower sales raised $113 million. After spearheading Musk’s initiatives since 2016, Steve Davis was appointed president of the firm in November 2019. TBC leased two buildings on a 14-acre industrial park northeast of Austin, Texas, and announced that it was hiring for roles there.

Neuralink

Elon Musk and a group of eight scientists and engineers formed the American terotechnology business Neuralink Corp. The business was founded in 2016 and went public for the first time in March 2017. In order to develop an electronic brain chip for the treatment of traumatic brain injuries, Musk proxies addressed Randolph Nudo and Pedram Mohseni, the owners of the name “NeuraLink,” in 2017. They made great strides but lacked the capital and investor support to keep going. The business is headquartered in Fremont, California, and it intends to construct a three-story structure in Del Valle, close to Austin, Texas. The business has employed a number of well-known neuroscientists from different universities since its inception. By 2019, Neuralink had raised $158 million, of which Musk had contributed $100 million. The company disclosed that it was working on a “sewing machine-like” device that could implant small threads into the brain and demonstrated a system that reads data from a lab rat using 1,500 electrodes. It has been authorised for in human studies in the United States as of May 2023.

OpenAI

Elon Musk and Sam Altman established OpenAI in 2015 with the goal of advancing artificial intelligence for the good of humanity. However, conflicts over finance and direction caused Musk to depart in 2018. Under Altman’s direction, OpenAI established a for-profit division to draw in capital from big companies like Microsoft and raise a sizable sum of money for the AI industry. Musk is currently trying to stop OpenAI from switching to a for-profit business model, claiming that he will back out of his proposal if the board upholds the charity’s original goals. Musk’s concern for the ethical ramifications of AI development and the significance of the non-profit model for responsible AI technology development are highlighted by this position. This makes it more difficult for OpenAI to raise money and compete in the AI race.

The organisation and the AI industry will be significantly impacted by Elon Musk’s proposal for OpenAI’s non-profit division. OpenAI runs the risk of losing its purpose if it keeps moving towards a for-profit business model. Plans for restructuring are made more difficult by Musk attorneys’ demands for just remuneration for the non-profit. New collaborations and investments may be hampered by uncertainty. Conflicts of interest and moral quandaries may arise from concerns regarding the distribution of assets between the for-profit and non-profit sectors. Elon Musk’s offer for OpenAI has resulted in restructuring issues for the company. OpenAI is not for sale, according to CEO Sam Altman, but legal disputes may cause the process to go on. The business is negotiating a $300 billion fundraising deal with SoftBank Group. With the non-profit owning stock in the for-profit company, OpenAI’s objective to ethically develop AI technology is unaffected by these obstacles. Stakeholders will keep a careful eye on how OpenAI handles these intricate interactions.

Leadership style of Elon Musk

Risk-taking, unrelenting innovation, and a visionary approach are hallmarks of Elon Musk’s leadership style. This particular individual had set high ambitions and was capable of provoking his subordinates to embrace the same by coming up with an organization that launched the first privately funded spacecraft to the International Space Station. Another important aspect of Musk’s decision-making revolves around his sheer dedication to achieve this goal seen in many areas, including marketing and engineering. Elon Musk’s involvement in all aspects concerning his businesses in marketing and in engineering is something that shows his commitment. Although his demanding personality frequently draws criticism, many people in his firms are inspired by his dedication and passion. Musk believes in the impossible, which is why he pushes the boundaries of technology and business. Among the most crucial things Musk taught were the importance of mastering one’s speciality, developing a visionary viewpoint, and giving oneself entirely to every aspect of one’s company. The author’s job, which entails using creativity and intelligence to keep an advantage, reflects this dedication to outthinking and outworking competitors.

Being a very ambitious man, Elon Musk is aimed to introduce new technologies that will transform the world and make it easier to live. He started out launching ventures involved in space business and binary resource conservation, among them SolarCity and Tesla Motors. Musk is very visionary oriented and he takes large goals and pursues them with great amounts of time and money. Accordingly, he subjects himself to task that fulfils his idea of an ideal optimum performance for any activity that ought to have set goals and objectives. He would like to discuss with them possible approach in solving a particular matter. They both are quality-conscious, and Musk has a strong passion towards his ideas. Therefore, has a good work experience and personal relations and often spends many nights to make sure that the team delivers on time. His type of leadership has been noted to be bold, adventurous and bizarre but highly successful.

Controversies and Criticisms

Elon Musk has been a contentious figure because of his close ties to President Donald Trump. Musk has called himself Trump’s “first buddy” and has contributed a quarter of a billion dollars to his campaign in 2024, according to FEC reports. Musk is now one of Trump’s closest pals despite Trump’s mounting discontent with his presence. In order to save government spending, Musk was selected by Trump to lead the Department of Government Efficiency (DOGE), a governmental committee that focuses on personnel and technology. In addition, the commission redesigned the U.S. Treasury Department’s system and drastically reduced USAID. In the wake of two fatal airline crashes, Musk has also promised to modernise FAA systems. Even still, 51% of Americans think he has a big effect on Trump, but only 13% think this is a good thing. Musk “spent $280 million to buy an election for Donald Trump” and now wants to take over for himself, according to Senator Elizabeth Warren.

Conclusion

In conclusion, Elon Musk cannot be considered as just an ordinary businessman as he is one of the most influential and discussed personalities in the sphere of modern business and technology. SpacesX, Tesla Motors and Neuralink are just to name but a few, hence making him an innovative icon. However, controversial visions and tactics have always been characteristic of Musk and have been met with substantial praise and criticism alike. His ventures in other companies such as OpenAI and The Boring Company reveal his variety of thematic concerns and dedication to tackle global issues. However, they tend to attract much public attention due to their political affiliations and blunt speech. Nevertheless, Musk and his vision of the future still inspire further innovations throughout such spheres as space exploration and power generation.

Case study on Jeff Bezos

Introduction

“Invention requires a long-term willingness to be misunderstood”- Jeff Bezos.

This statement best represents the leadership style of one of the most inspirational business leaders of the 21st century. Jeff Bezos, Amazon’s founder, has transformed e-commerce, cloud computing, and digital services and built a company worth a trillion dollars that has changed the retail landscape across the world. Growing from a small start-up founded in a garage in 1994 to a global giant worth billions of dollars, Amazon is an exemplary success story whose major driver is Bezos and his management style, which is characterised by innovation and the use of data-driven decision-making.

This case study evaluates the leadership approaches, business tactics, and innovative thinking of Jeff Bezos that led to the development of Amazon. It outlines his focus on the customer, the long-term visions, and risks, which helped Amazon diversify into several sectors, such as cloud computing, AI, and logistics. Furthermore, the analysis considers potential threats Bezos faced during his leadership of the company, including market competition, regulatory intervention, and criticism of Amazon’s corporate culture.

This analysis focuses on Bezos and provides a detailed review of his transformational leadership, decision-making criteria such as ‘Two-Pizza Teams,’ type 1 and type 2 decision-making, and the culture of innovation. Moreover, it raises certain questions about the service’s ethical advantage for Amazon and its employees. Therefore, analysing the identified strategies of Bezos offers a contribution to the discussion on leadership and business development in the context of the digital age.

Early life and family background

Jeff Bezos was born on January 12, 1964, in Albuquerque, New Mexico, and got his surname from his Cuban immigrant stepfather, Mike Bezos. His mother was barely 17, and his biological father was 19 at the time. Bezos, in his teenage years, worked at McDonald for additional money but hated it. The next year, he and his girlfriend established “The Dream Institute,” an educational summer camp for fourth- through sixth-grade learners.

Education

Joseph Bezos was interested in space and reading technology at an early age. He has also converted his garage into more of a laboratory, and he tends to take apart electronics at times to figure out how they are designed. In addition, he was fond of technology and possessed other intellectual traits that made him perform well academically. Bezos had his high school education at Miami Palmetto Senior High School and obtained his valedictorian degree. He got admission to Princeton University and graduated with first-class honours in electrical engineering and computer science in 1986. Bezos at Princeton engaged in various projects that can attest to his genius, among them being the scientific project on how to build a solar-powered mechanical system for a satellite. It was the first of his business undertakings, highlighting his passion for technology and his strategic foresight. As a student at Princeton, Bezos cultivated his passion for computers and served in several ventures that contributed to his invention.

Early career and the transition to entrepreneurship

After completing graduation, he took up various positions at several companies such as Fitel, Bankers Trust and D. E. Shaw & Co. These early jobs gave Bezos a feel of finance and technology, something that formed the basis for his future endeavours. He started his career with Fitel Ltd, a telecommunication firm that was a start-up at that time during the implementation of a system for transmitting data over long distances. His next position was at Bankers Trust, where he worked as an analyst in the late 1980s. Here, he gained technical and financial expertise that was practically important when he started making Amazon successful.

Bezos joined D. E. Shaw & Co. NewYork investment bank in the 1990s; he was among the youngest senior vice presidents in this company. At that time, he was only 26 years old. He crossed this milestone while working for the investment company D. E. Shaw & Co., where this idea crossed his mind. He soon learned that the internet was advancing exponentially, and he was more focused on what it would do to business. However, he managed to achieve a highly successful career at D. E. Shaw & Co. In 1994, Bezos decided to leave and start his own company, as he knew that he would never have another chance to create such a great company.

The birth of Amazon

Bezos founded Amazon in 1994 with the vision of establishing an online book-selling company. This was a revolutionary business idea that sold a wide range of books that customers could access online. He selected books due to their accessibility and relatively low cost when it came to freight as compared to other products that consumers could purchase. Bezos decided that the Internet would allow for the growth of a business independent of physical storefronts. The idea that struck him was the possibility of developing an internet-based platform for buying and selling books, which could only be topped by comparatively with physical stores.

When Amazon was initially established, its concept was aimed at not just selling books but also becoming a one-stop shopping retail centre online. The name ‘Amazon’ was also chosen with much thought, as Bezos wanted the company to grow as big as the Amazon, the largest river in the world. Bezos aimed to make a business that is as big as the actual Amazon River and capable of effectively reaching out to the global market.

Amazon began on July 5 1994, in a garage in Bellevue, Washington. At first, Bezos operated the website from his garage, backed by only a few workers, including his spouse, MacKenzie Scott. The initial years were tough, as he had to create a website that had the ability to take thousands of orders and secure investors’ interest towards his business plan. Bezos was committed to turning amazon.com into a successful business, and he worked hard, which helped Amazon to achieve so much attention and its simple tire-based system with wide product offers and the comfort of online shopping.

Initially, Bezos’s strategy was more of an organic growth, which means that the company grew slowly. He initially used the profits gained from Amazon to develop better business facilities, internet technology, and products. Amazon initially went public in 1997, and a sale of its shares for $54 million signified the beginning of the company’s growth. It added products in different categories, including music, DVDs, electronics, and toys, to become a one-stop shop for all internet shoppers. These core values, after reinvesting the profits back into the business and aiming at making Amazon more convenient, offering a better selection of products, and being cheaper than competitors do, became the fundamental ideology for customer-oriented business.

The Amazon music store, which came to be the centre of the world’s online music distribution, started selling Compact discs and DVDs in June 1998 as one of the new products to be offered online. It includes the capacity of 125,000 titles getting started. Meanwhile, it overcame the regular physical shops, as the buyer was able to listen to clips and look through associative moods. Bezos persisted in his strategy by pushing forward and unlocking growth in new geographical regions and areas of the superstore business. This decision paved the way for the emergence of Amazon as an excellent company.

Amazon’s expansion and diversification

By 1999, Amazon had emerged and become one of the leading e-commerce companies and the world’s largest online bookstore. However, that was not enough for him. Amazon had become more than just a book-selling company in Bezos’s vision. In the early 2000s, Amazon began offering consumer products across numerous categories, including electronics, clothing and accessories, which paved the way for its future dominance in the retail industry.

The expansionist mentality of the company did not limit itself to the products it offered. In 2002, Bezos expanded the company with a web service division called Amazon Web Services (AWS), which was to transform the company’s fortunes and revenues in future. AWS stemmed from the need to fulfil the increasing cloud computing needs of both Amazon and other clients and became a significant key to the success of the entire business. AWS is a cloud storage centre that provides computing resources and data for businesses, and it is one of the pioneers in the provision of such cloud services on such a vast scale. Today, AWS is one of Amazon’s most profitable business segments and generates billions of dollars of revenue. It was found that AWS generated $107.6 billion in sales in 2024, which was a 19% increase from the previous year, 2023.

Another important factor that can be distinguished in the development of Amazon is Bezos’ ability to make long-term bets. Perhaps he was heavily accused of not looking at profitability per quarter, with which he insisted that the longer view was the way to go in formulating future investments in the business. In 2005, the online giant Amazon came with a new service, Amazon Prime, at the initial price point of $79 a year, which would enable users to get goods delivered with free two-day shipping. This innovation affected the retail market and compelled other organisations to adapt to this model. Prime attracted millions of user-subscribers right from the start and finally helped Amazon to become an unquestionable leader in the e-commerce market.

Leadership style and philosophy of Bezos

Jeff Bezos can be considered a transformational type of leader as he fosters innovation, curiosity, and long-term perspectives. He also displays flexibility in his actions and meeting people, as well as embraces change and diversity in thoughts. Bezos strategic management can be described as customer-oriented, experimental, and future-oriented. This commitment has helped Amazon to continue innovating, disrupt new markets and grow at a consistent pace in a fast-growing competitive environment.

Bezos’ leadership approach is innovation-oriented and visionary, which has tremendously contributed to the success of Amazon. Bezos is also noted for its unique approach to decision-making. One of his main decision-making principles is the ‘Regret Minimization Strategy’, where he essentially considers which choice would make him less regretful in the long term. It especially motivates him to set long-term goals and perspectives in mind whenever making decisions. He often says that a man in his position always imagines what he will regret throughout his life when making a decision. It has made him very innovative and has put him in a position where he has taken risks, most of which have proved to be very fruitful.

The leadership values of Jeff Bezos entail a set of core principles that have transformed his company. These are simplification, motivation, facilitation, and innovation, which deal with making the task easier, encouraging people, creating capacity for them, and coming up with new ideas.

Moreover, he emphasises mobilisation, preparation, and determination, implying that he will assemble the team, make sure that they are ready for action, and not relent in their endeavour. These are some of the qualities, which show Bezos as a visionary leader capable of guiding Amazon through significant internal and external transformations.

Figure 1: Transformational leadership principles of Jeff Bezos

(Source: Gradinaru et al. 2020)

Bezos also expresses that Amazon requires highly talented workers, but at the same time, the workers should possess the right organisational culture. It is important to note that Amazon has always been acclaimed for its dynamic culture, where Bezos encouraged employees to think unconventionally and develop new ways of doing business. For this reason, he considers mistakes acceptable only if the learners make efforts to see better results in their given endeavours.

One of his management philosophies is called the “two-pizza rule”, which means that the number of participants should fit into teams no more than could be fed with two pizzas. This reduces the chances of the employees coming up with lots of issues and questions that can slow down many meetings, leaving them to solve the problem and make decisions on sight. Bezos introduced 14 leadership principles as Amazon’s core values and expectations for decision-making, such as “customer obsession”, “invent and simplify”, and “delivery results”.

Philanthropy and Bezos’ social impact

Besides business, Bezos has invested more time in charities, and this has reduced his role in business strategy. In 2018, Bezos launched the Day 1 Families Fund, which focused on increasing support for homelessness among families and early childhood education. Bezos funded $2 billion in this fund, coupling this action with the belief that social responsibilities are essential to the contribution of this company. Bezos also created the Bezos Earth Fund and donated $10 billion in early 2020 for climate change mitigation. Through this initiative, Bezos wanted to invest in innovative solutions in the field of sustainable technology to help save the planet.

Specifically, some critics have accused Bezos of not donating enough of his wealth before his wealth reached billionaire status. However, the opponents continue to argue that despite the exponential growth of Amazon’s wealth, Bezos’s contribution to charity remains relatively low compared to other philanthropists such as Bill Gates and Warren Buffet. In his defence, Bezos has explained that he considers his philanthropy more about making investments that will yield returns that will be of value in the future and not about charitable giving that is done through short-term donations.

Challenges and criticism

However, Bezos has encountered various challenges in his life, both personal and professional. Amazon has been criticised before for how it treats its workers or employees, especially those employed at the fulfilment centres. Specifically, Amazon has been dubbed as having unfavourable conditions for its employees, setting very demanding objectives, and blatantly disrespecting workers’ human rights. Some employees have complained of high-stress levels, tiring working hours and other humane working conditions. Bezos have highlighted these issues, and he has acted to address the matter by promising to increase the minimum wage to $15 per hour and offer new treatment for employees. Amazon has also faced many criticisms on the issue of market control, whereby opponents have accused the company of taking exploitative measures to overwhelm its competitors. Bezos’s aggressive pricing approach, along with Amazon’s extensive supply chain mechanisms, have always put small companies at a disadvantage. With Amazon’s market share and increasing power, there are concerns about monopoly and anti-competitive practices that elicited investigations from regulatory bodies.

The transition from CEO and Bezos’ future vision

In 2021, the Amazon CEO and founder, Jeff Bezos, resigned from the post that he had occupied for almost 27 years. Bezos resigned, but he continued his work with Amazon, taking the position of the chairperson of the executive board. In his new position, Bezos is devoting his attention to other business activities, including Blue Origin, his space travel firm. Bezos has always been intensely interested in space travel and settling in new worlds, and Blue Origin is an example of this dream. Bezos has also been noted to have an interest in other ventures, including other innovation, technology, and sustainability interests. Bezos is a man of great means and achievement, and his efforts are expected to have lasting impacts on the problems of the world in his future activities.

Conclusion

In conclusion, the journey of Jeff Bezos from a Wall Street executive to a successful entrepreneur and the head of Amazon is considered to be a perfect example of the real-life story of a determined and innovative leader. Bezos’s long-term thinking, willingness to make risky decisions, and organisational culture oriented toward customer obsession and incremental and revolutionary transformation made Amazon one of the biggest giants in the global market. However, it can be said that Bezos has introduced numerous innovations in the sphere of business and technology and overloaded a lot in terms of philanthropy to be criticised. While stepping down as Amazon’s CEO, Jeff Bezos still has many goals to achieve, including space exploration.