Amazon is discovering a truism: the more successful you become, the more you're a target.
In Seattle the company is increasingly criticized for keeping a low community profile. The hometown daily recently spent four days amplifying criticism of its philanthropy and business practices, adding to a string of controversies.
Amazon shouldn't ignore this. Remember that Microsoft focused on building its business in the 1990s, thumbing its nose at public perceptions until the Department of Justice threatened to break it up. The resulting dramatic shift in strategy arguably blunted its "hard core" edge.
Does this mean that Amazon needs to change its culture, plaster ads all over public spaces and hire legions of lobbyists and flacks? Assuming it fundatmentally doesn't want to change, here are some suggestions:
1. Focus on the business. CEO Jeff Bezos has said relentless focus on the business is top priority. Right down to the faux doors-on-sawhorses office decor, we're reminded that retail margins are thin and fulfillment is fickle. He talks about the contribution to the city being its growing workforce. While the company shouldn't get distracted, that's not the same as ignoring the critics.
2. Clarify company values. Amazon seems to stand for innovation, serving customers and providing jobs — all themes that are almost as popular as apple pie. The company should flesh out what each of those themes mean. For example, innovation is hiring the best engineers to create a company that bests Microsoft, Google and others at e-commerce and cloud services. Helping customers means providing great service at the best prices — and if whole industries vanish as a result that's creative destruction. Providing jobs means good salaries and benefits, plus building an urban campus in Seattle's downtown that provides the most significant private sector growth in the city (unlike other local tech companies).
3. Lead the conversation. Amazon can't control perceptions but it can shape them. Make sure every employee understands the company's values and how they fit in. A series of executive "memos" could elaborate on the key themes and how they affect the company, establishing Amazon as a thought leader even as it mints profits. Think of these memos as lively manifestos or white papers outlining what the company stands for — they don't need to be formal or groundbreaking, just a chance to reinforce company goals. As they become public the result would be a new narrative about the company and an opportunity to shape public opinion rather than responding to critics.
4. Share what you're doing. Amazon already has some targeted corporate sponsorships for literary nonprofits, such as helping fund the creation of new literature at Richard Hugo House (where I serve on the board). Amazon has been criticized for funding new work that could eventually be sold online, yet the company doesn't seem to respond. Why not do more of the same and make sure the world knows about it? Similarly, operations could be demystified with more tours of distribution centers and celebration of star employees. As long as the business narrative and key values are clear, transparency will help Amazon's case.
More communication isn't guaranteed to silence the critics, of course, and even slightly more openness represents a big change to Amazon's corporate culture. But it should try to fill the current void before its critics do.