Across the teams I've worked on, I have found that people sink a LOT of time into preparing for reviews. This is good from the perspective that the reviews generate solid discussion and drive decisions and actions, but challenging from the perspective that you could literally spend all of your time preparing for reviews and not accomplish anything else because of the level of perfection expected from leaders at all levels of the business.
Negotiate hard when you join because your pay raises after that will be basically a raise for inflation + stock.
The org structure is very flat, so there's very few level promotions that any particular person can achieve. People who were senior leaders at their previous company usually come into mid-leadership roles at Amazon, which strikes everyone I've spoken to about this as very strange. That said, I have observed a LOT of promotions in the Finance organization and have extreme respect for the Finance Leadership Team.
From a team perspective, based on my experience in a Retail "pilot" team, and also from anecdotes from friends who work in Fulfillment, operations teams at Amazon are highly stressful and very fast-paced. I stayed in the "pilot" team, which was a start-up for a new concept Bezos had come up, with for five miserable months (in 2016) before asking my manager to support me in changing to a new role. He did, and now I am in the best job I have ever had in my life. As a data point for the "revolving door", only four of the 12 people who were on that team when I started are still on that team and the team has been in existence for a total of two years. When the infamous NYT article came out, I talked with friends in the Fulfillment Team and asked if they identified with anything in that article (because I identified with only a little bit of it at the time), and they said that they "identify with everything in that article."
