本文介绍的方案应用场景是针对电商行业，一些电商公司在日常运营工作中，需要处理大量的模特搭配服装的产品图片，这些图片需要电商公司耗费成本去准备且时间周期也比较长。本方案使用 Stable Diffusion WebUI 及相关的扩展组件应用在 Amazon EC2 (本文使用 G4dn 实例) 探索一种可以快速生成AI模特适配服装产品。

Application reliability is critical. Service interruptions result in a negative customer experience, thereby reducing customer trust and business value. One best practice that we have learned at Amazon, is to have a standard mechanism for post-incident analysis. This lets us analyze a system after an incident in order to avoid reoccurrences in the future. These incidents also help us learn more about how our systems and processes work. That knowledge often leads to actions that help other incident scenarios, not just the prevention of a specific reoccurrence. The mechanism is called the Correction of Error (COE) process. Although post-event analysis is part of the COE process, it is different from a postmortem, because the focus is on corrective actions, not just documenting failures. This post will explain why you should start implementing the COE mechanism after an incident, and its components to help you get started.

以用户为中心的亚马逊是怎么做好体验管理的？什么是用户反馈闭环呢？

亚马逊怎么实现反馈闭环？ 成功的反馈闭环有哪些关键因素？

In Amazon’s 2017 letter to shareholders, CEO Jeff Bezos tackled the question “What does Day 2 look like?” According to Bezos, “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” Bezos’ thoughts on corporate mortality are substantiated by recent research finding that companies listed on the Fortune 500 from 2000 to 2009 had only a 63 percent chance of survival.1 The primary reasons for their failure were inflexible, non-agile business models and the lack of innovation. Thus, Bezos’ provocative shareholder letter comment was a call to all Amazon employees to stave off Amazon’s potential demise, maintain its Day 1 startup culture, and continue to launch innovative products and services.

PR/FAQ的目的是从内部视角转变为客户视角，明确为什么这个新产品能吸引顾客购买。

在离开亚马逊一年半后，在一切的不满、抱怨、甚至是愤怒的情绪都平静很久之后，我来跟大家分享一下，我为什么选择离开亚马逊。

Tenets communicate how a team approaches problems and deals with conflicting priorities.

Teams are allow to just do a lot of things themselves, even if that duplication in exchange for moving fast.

An Away team is a self-suficent engineering team that work on software code owned by another team (the host team) to deliver a specific project.

Single-threaded leadership is the most critical organizational design concept at Amazon. It has been instrumental in avoiding coupling and slow velocity while increasing the number of initiatives that Amazon can run in parallel.

关于战略选择、公司经营、企业文化等，贝佐斯如是说。

Building a company? You’ve got one very important decision to make, because it affects everything else you do. No matter what else you do, you absolutely must figure out which camp you’re in, and gear everything you do accordingly, or you’re going to have a disaster on your hands.

你知道“water spider”和“swag bucks”是什么吗？这并不是奇奇怪怪的俚语，而是亚马逊员工自己的内部语言。许多公司都有一些不为人知的生产力测量方式和员工项目，而为了方便，这些公司往往会为这些项目冠上自己的独家术语。

亚马逊实在是一家值得研究的公司，其传奇性绝不仅来自贝佐斯个人传奇光环，更来自其不断颠覆自身，打破边界的创新尝试。最后，亚马逊更重要的是，亚马逊打造了一套可讲述，可复用的管理哲学，本篇我们就来看看亚马逊管理哲学背后的逻辑。

Learn early inside stories behind (ultimately) big business moves like AWS, Kindle, Prime — and the leadership principles, decision making practices, and operational processes that got them there.