I had been planning to launch a big, public campaign about Kindle typography to try and get Amazon to change her ways. But I came to the conclusion: why bother?
This is precisely the feeling I had right before I resigned from my position at Amazon. Though I worked at a subsidiary, not Amazon proper, the culture at Amazon everywhere can be absurdly stubborn. In the presence of a bad team, the "leadership principles" can be used for evil, and not for good. Which is why I was consistently told that bugs in software were OK if a majority of customers didn't care to call up and complain about it to our poor, overworked customer service teams.Amazon thinks that it already has "the customer," in its most broad abstraction, already in its grasp, and doesn't ever need to fight to keep any of them there. That is why, when I departed my Amazon subsidiary in December of 2014, they were only just starting to hire a UX team. These principles can be made so dogmatic to the point of destructive company culture that outwardly resists change, be it to marketing designs or entire technology infrastructures that entire teams comprising hundreds of people rely upon to get work done.
This is why it is very hard to keep talented people in positions of management at Amazon.