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Jeff Bezos on why too many ideas can destroy a company, and the discipline that built Amazon's inventive edge: "Jeff, you have enough ideas to destroy Amazon." That's what senior executive Jeff Wilke told Bezos after just one year of working together. Bezos was confused. He pushed back: "What do you mean?" Wilke was a manufacturing expert. He explained it simply: Every new idea Bezos released created a backlog. Work piling up, adding no value, creating distraction instead. The fix wasn't to stop having ideas. It was to control when they came out: "You have to release the work at the right rate that the organisation can accept it." So @JeffBezos changed how he operated. He started keeping lists, holding ideas back, and waiting until the organisation had the bandwidth to absorb them. But then he flipped the problem entirely. He asked: "How do I build an organisation that's ready for more ideas?" His answer was structural: get the right senior team, give leaders real executive bandwidth, and build a company capable of running multiple bets at once. And there's a benefit he didn't expect. Slowing down made the ideas themselves better: "If you are releasing the ideas through time, it forces you to prioritise them better. You end up sharpening the ideas better." The constraint becomes a filter. The ideas that survive the wait are the ones worth acting on. The result? Faster execution, less distraction, and better ideas.