Needless to say, I love my Kindle.
My original Kindle job had me creating and managing the ebook conversion process—the messy method by which print books are turned into digital ones.
When thinking about how ebooks are created, it’s best to envision a sausage factory. Meat comes in one end, machinery packages it, and sausage comes out the other end. At the ebook factory, you start in the front with books from publishers. They’re chopped up, reassembled and packaged, and finally made available for sale in digital form.
Most ebooks are created using a digital copy of the physical book, usually in PDF format. PDF files have a fixed layout, which means they’re formatted in the way they’re supposed to appear on a printed page. However, ebooks need to be reflowable, which means that if you change the font size on the ebook, the words and sentences and paragraphs should be reformatted so that the words wrap around properly in the paragraph. You can’t do this well with PDFs.
To make a PDF into a reflowable ebook, publishers usually use a conversion house. Such companies, in turn, use a combination of software and workers overseas. Many of the conversion houses use people in India or China, or sometimes more exotic places like Sierra Leone or Madagascar or the Philippines. They usually work in a large warehouse or an old factory, with cubicles running from one end of the factory to the other on multiple floors.
Elbow to elbow, the workers stare at words on the screen all day, reading ebooks. They remove page numbers, reformat the ebooks to make them reflowable, and skim through them afterward to make sure no paragraphs or illustrations from the originals were lost during the process.
But not all books are in PDF format; some only exist in print. More brutal methods are often needed to digitize such books. As part of my job, I got to watch as workers destroyed print books to turn them into ebooks. Pages had to be removed from books so they could be scanned and digitized. As a book lover, I was horrified. To remove the pages of the book, workers would hack the spines off with knives like they were whacking their way through the jungle with machetes. Once their content was scanned, those pages would be tossed into a Dumpster at the end of every shift.
It was destructive, and the books could never be recovered afterward. The ebook revolution was bloodless, in the sense that there were no human casualties. But if books could bleed, you’d find their graveyards overseas. You’d find burial pits, unmarked graves, and hundreds of thousands of casualties.
But all this was needed to launch the Kindle; we couldn’t just launch a hardware product without any ebooks to read. Without ebooks, the Fiona device would have been just an expensive paperweight.
You see, we needed both the ebooks and the hardware for the Kindle flywheel.
Many people in dot-com and tech companies think in terms of “flywheels,” but most nontechnical people don’t know what that means. It probably sounds like lots of flies strung up to a mill wheel, slowly turning it to crush wheat into flour.
In tech terms, a flywheel is something that builds up energy as it spins. The goal is to get it spinning faster and faster, however you can. The faster it spins, the more energy you have (or in business terms, the more money you have). The Kindle flywheel, for example, might start with launching an e-reader into the marketplace with a small number of ebooks. People buy the device, and then they use it to buy ebooks. The profit from both can be used to build an improved e-reader, which can be sold more cheaply, which then means more people will buy it and consequently buy more ebooks, the profits of which can then go back into building even better, even cheaper Kindles. With every push the flywheel gets, the faster it spins and the more powerful it becomes.
The Kindle flywheel started spinning fast as the Kindle business grew. And in true Amazon tradition, the business was run with metrics, with meetings called “deep dives” where the team would dive into spreadsheets. Amazon is a highly numerate culture. The numerically literate seemed to do well there, because they could mentally pivot rows and columns of spreadsheets and crunch numbers on the fly.
During a deep dive, you let go of preconceived notions and think logically. You look at data—instead of doing a technical hand-wave, you speak to the specifics. In Amazon’s deep-dive culture, facts are preferred to opinions. Deep dives are like science experiments, and you approach them with a hypothesis you want to prove. If your hypothesis is disproven, then you come up with a new hypothesis, run tests to gather data, and analyze data to prove or disprove the new hypothesis.
Most of the engineers at Amazon dreaded these deep dives because they had to put on something formal, like a button-up shirt and a pair of jeans with a belt. Amazon isn’t a formal place: a J. Crew shirt and Dockers are as formal as it gets. But still, for engineers, even wearing these is an affront against nature, a blasphemous abomination out of a Dungeons & Dragons game or an accursed H. P. Lovecraft story.
In one of my first meetings with Jeff Bezos, we were doing a deep dive on ebook content and what it looked like on the Kindle. We sat and used our Kindles as customers might. In some ways this was like the first digital book club; we were mostly silent, just reading on our Kindles. Sometimes we would annotate content or buy a new book—anything to test all the features.
At one point, Jeff’s Kindle must have crashed, because it became unresponsive. The room had been silent for a while because we were all absorbed in our books. Then out of nowhere, Jeff exclaimed: “I’m hung! I’m hung!” I looked up with a surprised grin on my face, but Jeff was unaware of his double entendre.
All the others in the room were actively trying to stifle their laughs. There was a little bit of hero worship at Amazon. Now, I admire anyone who runs a bookstore, so I can’t help but admire Jeff Bezos. Not only does he run the world’s biggest bookstore, but heck, he has his own rocketship company too. But some of my colleagues took admiration to a whole new level.
I don’t think anyone at Amazon deliberately shaved their heads bald to look like him, but people would be in a Jeff meeting and come out afterward and rave about Jeff’s stories, how he laughed, or a savage insight he had. People would find out about the books he was reading and read them too. (During the Kindle years, The Black Swan: The Impact of the Highly Improbable was popular among the Jeffnosanti, although a book he read on the history of tungsten was slightly less popular.) People routinely lionized Jeff for how much money he had and his high IQ. So they certainly did not want to look like they were laughing at him or criticizing his ideas.
Let’s face it: we all contributed to Kindle, but Jeff was the visionary, and digital books will be his legacy. True, there were other digital book pioneers. Heck, I was one of them. I made the first modern ebook in 1999, and I invented my fair share of Kindle features. And I wasn’t alone; we all invented Kindle in our own ways. None of us who toiled in the Kindle workshops were flunkies. We were all colorful characters, innovators, and pioneers.
But only Jeff had the vision and the millions of dollars in seed capital to start Kindle. And trust me, it took a lot of capital, considering the salaries and stock grants for the employees the first few years, as well as all the R&D and acquisitions and startups he had to fund. Jeff not only saw the dream; he also made sure the dream happened, at great financial risk.