Introduction to Andy Jassy’s Leadership

When Andy Jassy succeeded Jeff Bezos as CEO of Amazon, in 2021, he stepped into one of the most scrutinized leadership roles in business. Yet under Jassy’s leadership, Amazon has not only sustained its momentum but accelerated. According to the company, revenues have grown by more than $230 billion during his four-year tenure, and it has made significant leaps in its delivery capabilities and use of AI.

Leading at Scale

In a wide-ranging conversation with HBR editor at large Adi Ignatius, Jassy reflects on what it takes to lead at scale. He discusses the importance of maintaining a customer-obsessed culture, even as the company grows and expands into new areas. Jassy also emphasizes the need for leaders to be willing to take risks and experiment with new ideas, in order to stay ahead of the competition.

Encouraging Risk-Taking

Jassy believes that encouraging risk-taking is essential for driving innovation and growth. He notes that Amazon’s culture of experimentation and willingness to take risks has allowed the company to make significant advances in areas such as artificial intelligence and machine learning. By giving employees the freedom to try new things and learn from their mistakes, Jassy aims to foster a culture of innovation and entrepreneurship within the company.

Embracing AI

Jassy also discusses the importance of finding smart ways to embrace AI and other emerging technologies. He notes that Amazon has made significant investments in AI research and development, and is using machine learning algorithms to improve everything from customer service to supply chain management. By leveraging AI and other technologies, Jassy believes that Amazon can continue to drive growth and innovation, while also improving the customer experience.

Reinventing Corporate Culture

In addition to driving growth and innovation, Jassy is also focused on reinventing Amazon’s corporate culture. With more than a million employees, Amazon is one of the largest employers in the world, and Jassy recognizes the need to create a culture that is inclusive, diverse, and supportive of all employees. He notes that Amazon has made significant progress in areas such as diversity and inclusion, but acknowledges that there is still more work to be done.

Conclusion

Under Andy Jassy’s leadership, Amazon has continued to thrive and innovate. By emphasizing the importance of customer obsession, risk-taking, and innovation, Jassy has helped to drive growth and expansion at the company. As Amazon continues to evolve and grow, it will be interesting to see how Jassy’s leadership style and vision for the company shape its future.

FAQs

Q: What is Andy Jassy’s background and experience?
A: Andy Jassy is a veteran Amazon executive who previously led the company’s cloud computing division, Amazon Web Services.
Q: What are some of the key challenges facing Amazon under Jassy’s leadership?
A: Some of the key challenges facing Amazon include maintaining a customer-obsessed culture, driving innovation and growth, and navigating the complexities of a rapidly changing technological landscape.
Q: How is Amazon using AI and other emerging technologies?
A: Amazon is using AI and other emerging technologies to improve everything from customer service to supply chain management, and is making significant investments in AI research and development.
Q: What is Jassy’s vision for Amazon’s corporate culture?
A: Jassy is focused on creating a culture that is inclusive, diverse, and supportive of all employees, and has made significant progress in areas such as diversity and inclusion.

There was a time when burnout was treated as a personal issue—something employees needed to manage with a vacation, a meditation app, or better time management.

But in 2025, that perspective is shifting fast.

Companies are starting to recognize that burnout isn’t just an individual problem—it’s a systemic culture issue. And if it’s showing up in your workplace regularly, it’s not a fluke. It’s a red flag.

A Gallup survey earlier this year revealed that 58% of workers experience burnout at least sometimes, with nearly 1 in 4 saying they feel it “very often.” The data is clear: something in the way we work is broken—and it’s not just about workload.

Burnout Isn’t About “Too Much Work”—It’s About How Work Feels

It’s easy to assume burnout is simply the result of overwork. But research tells a more nuanced story. Employees report feeling burned out when they:

• Lack control over their work

• Feel unclear about expectations

• Don’t feel appreciated or recognized

• Are constantly navigating unclear priorities

• Work in environments that lack empathy or support

That’s not about hours. That’s about culture.

You can work 60 hours a week on a passion project and feel energized. Or work 35 hours in a toxic culture and feel completely depleted.

Signs Your Culture Is Fueling Burnout

If your organization is starting to feel the ripple effects of stress and disengagement, look beyond the surface. Here are five signs burnout may be woven into the culture:

1. “Always on” expectations
Team members feel pressure to respond instantly—even outside work hours. There’s no real boundary between work and life.

2. Recognition is rare or performative
Hard work is expected, not acknowledged. Celebrations are surface-level, and appreciation often comes only during performance review season.

3. Silence around mental health
No one talks openly about stress, therapy, or taking mental health days. Doing so might be seen as a sign of weakness.

4. High output, low support
Leaders demand excellence but don’t invest in training, feedback, or staffing. People are running on empty with no backup.

5. Turnover is brushed off
When people leave due to burnout or toxicity, leadership calls it “normal attrition” instead of addressing the real cause.

If any of these sound familiar, your team may be normalizing burnout—and normalizing it makes it harder to solve.

Culture Recovery Starts With Conversations

So how do you shift the culture?

It doesn’t begin with policy. It begins with honest dialogue—and the willingness to name what’s not working. Start by asking questions like:

• What would a healthy workday look like here?

• Where do we feel stretched too thin?

• Are we celebrating rest and recovery the way we celebrate hustle?

• What signals do we send about urgency, availability, and boundaries?

And most importantly—are leaders modeling what they want to see?

When leaders take time off, speak transparently about capacity, or decline back-to-back meetings, it gives others permission to do the same.

Rethinking Productivity in a Burnout Era

In a culture built on urgency, rest can look like resistance. But what if real productivity comes not from doing more—but from being more focused, more supported, and more human?

More companies are experimenting with:

• No-meeting Fridays

• Mental health stipends

• Workload forecasting to prevent crunch periods

• Building “recovery time” into project cycles

• Encouraging PTO with no guilt or pressure

These aren’t perks—they’re strategies for building sustainable teams.

The Role of Managers (and What Employees Can Do)

Managers are the culture carriers. They set the tone for how performance, balance, and support are defined.

For managers:
Ask how your team is doing—not just what they’re doing. Make room for check-ins that don’t revolve around deadlines. Be transparent about your own limits to model balance.

For employees:
Burnout doesn’t mean you’re weak—it means your environment needs adjustment. Advocate for yourself early, not when you’re already overwhelmed. Ask for clarity. Suggest solutions. And if you’re in a culture that punishes rest or honesty, it may be time to reassess your fit.

What Happens When Culture Shifts?

Organizations that take burnout seriously aren’t just protecting employee health—they’re investing in long-term performance.

When employees feel seen, supported, and allowed to be whole people—not just output machines—they don’t just stay longer. They create better, collaborate better, and lead better.

And in a world where burnout is everywhere, building a culture of care isn’t just nice—it’s a competitive advantage.

Because the most successful teams of tomorrow won’t be the ones that grind the hardest. They’ll be the ones that know how to pause, breathe, and still rise.

Over the past year, organizations large and small have been forcing their employees to return to the office for the entire workweek. They are responding to growing evidence that remote and hybrid arrangements result in lower worker performance. But many companies don’t have that option, for several reasons: They no longer have the office space to house all their employees and either can’t quickly expand it or don’t want to spend the money to do so; their employees are now dispersed geographically; or they fear a rebellion by hard-to-replace talent. This article is aimed at enterprises that want to keep remote or hybrid work arrangements, at least for the time being.

The Impact of Remote Work on Collaboration and Culture

Evidence suggests that remote work is hurting collaboration, exacerbating social isolation, and weakening culture. This is a significant challenge for organizations that rely on teamwork and innovation to drive their businesses forward. When employees are not physically present in the office, they can miss out on important conversations, meetings, and social interactions that help to build relationships and trust. Furthermore, remote work can make it difficult for new employees to integrate into the team and for leaders to build a strong, cohesive culture.

Weakening of Company Culture

Company culture is often built on shared experiences, traditions, and values that are developed and reinforced through in-person interactions. When employees are remote, they can feel disconnected from the company culture, which can lead to a sense of disengagement and disloyalty. Moreover, remote work can make it challenging for leaders to communicate the company’s vision, mission, and values in a way that resonates with employees.

Exacerbating Social Isolation

Remote work can also exacerbate social isolation, which is a growing concern in today’s society. When employees are isolated from their colleagues and friends, they can experience feelings of loneliness, depression, and anxiety. This can have serious consequences for their mental and physical health, as well as their productivity and job satisfaction.

Strategies for Fixing the Challenges of Remote Work

Despite the challenges of remote work, there are several strategies that organizations can use to mitigate its negative effects. These include:

Implementing Regular Check-Ins and Virtual Meetings

Regular check-ins and virtual meetings can help to facilitate communication, collaboration, and social interaction among remote employees. These meetings can be used to discuss projects, share ideas, and build relationships. Moreover, they can help to reduce feelings of isolation and disconnection.

Creating Virtual Social Spaces

Creating virtual social spaces, such as online forums, chat rooms, and social media groups, can help to facilitate social interaction and community-building among remote employees. These spaces can be used to share personal updates, ask for advice, and connect with colleagues who share similar interests.

Fostering a Sense of Community and Belonging

Fostering a sense of community and belonging is critical for remote employees who may feel disconnected from the company culture. This can be achieved by creating opportunities for remote employees to connect with each other, such as virtual team-building activities, online mentorship programs, and social events.

Conclusion

In conclusion, while remote work presents several challenges, including hurting collaboration, exacerbating social isolation, and weakening culture, there are several strategies that organizations can use to mitigate its negative effects. By implementing regular check-ins and virtual meetings, creating virtual social spaces, and fostering a sense of community and belonging, organizations can help to build a strong, cohesive culture that supports remote employees. With the right strategies and tools, remote work can be a successful and sustainable way of working that benefits both employees and employers.

FAQs

Q: What are the main challenges of remote work?
A: The main challenges of remote work include hurting collaboration, exacerbating social isolation, and weakening culture.
Q: How can organizations mitigate the negative effects of remote work?
A: Organizations can mitigate the negative effects of remote work by implementing regular check-ins and virtual meetings, creating virtual social spaces, and fostering a sense of community and belonging.
Q: What are the benefits of remote work?
A: The benefits of remote work include increased flexibility, improved work-life balance, and reduced commuting time.
Q: How can remote employees stay connected with their colleagues and build relationships?
A: Remote employees can stay connected with their colleagues and build relationships by participating in virtual meetings, joining online forums and social media groups, and engaging in virtual team-building activities.
Q: What role do leaders play in building a strong company culture in a remote work environment?
A: Leaders play a critical role in building a strong company culture in a remote work environment by communicating the company’s vision, mission, and values, fostering a sense of community and belonging, and providing opportunities for remote employees to connect with each other.