- Doesn't use status updates because he believes they are too refined by the time they get to him. They are not ground truth anymore.
- Instead, anyone in the company can email him their "top five things" with whatever is top of mind, and he will read it
- Estimates he reads 100 of these everyone morning
𝐄𝐯𝐞𝐫𝐲𝐨𝐧𝐞 𝐡𝐚𝐬 𝐚𝐥𝐥 𝐨𝐟 𝐭𝐡𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭, 𝐚𝐥𝐥 𝐨𝐟 𝐭𝐡𝐞 𝐭𝐢𝐦𝐞
- No meetings with just VPs or just Directors - anyone can join and contribute
- "If you have a strategic direction, why tell just one person?"
- "If there is something I don't like, I just say it publicly"
- "I do a lot of reasoning out loud"
𝐍𝐨 𝐟𝐨𝐫𝐦𝐚𝐥 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐜𝐲𝐜𝐥𝐞𝐬
- No 5 year plan, no 1 year plan
- Always re-evaluating based on changing business and market conditions (helpful when AI is developing at the pace that it is)
This org is optimized for (1) attracting amazing people, (2) keeping the team as small as it can be, and (3) allowing information to travel as quickly as possible.
"What the hell are you { mom} talking about" , is here to say that this is exceptional! Your deep dives just get better. Next: how to breathe under water. What an insightful, masterful excavation.
How Nvidia Grows: The Engine for AI and The Catalyst Of The Future
Just saw this post on LI by Dan Hockenmaier that adds more color to Jensen, and some straight up useful takeaways.
[I quote Dan below]
The way that Jensen Huang runs Nvidia makes you question everything we think we know about how a company should operate:
𝐇𝐞 𝐡𝐚𝐬 40 𝐝𝐢𝐫𝐞𝐜𝐭 𝐫𝐞𝐩𝐨𝐫𝐭𝐬 𝐚𝐧𝐝 𝐧𝐨 1:1𝐬
- Believes that the flattest org is the most empowering one, and that starts with the top layer
- Does not conduct 1:1s - everything happens in a group setting
- Does not give career advice - "None of my management team is coming to me for career advice - they already made it, they're doing great"
𝐍𝐨 𝐬𝐭𝐚𝐭𝐮𝐬 𝐫𝐞𝐩𝐨𝐫𝐭𝐬. 𝐈𝐧𝐬𝐭𝐞𝐚𝐝 𝐡𝐞 "𝐒𝐭𝐨𝐜𝐡𝐚𝐬𝐭𝐢𝐜𝐚𝐥𝐥𝐲 𝐬𝐚𝐦𝐩𝐥𝐞𝐬 𝐭𝐡𝐞 𝐬𝐲𝐬𝐭𝐞𝐦"
- Doesn't use status updates because he believes they are too refined by the time they get to him. They are not ground truth anymore.
- Instead, anyone in the company can email him their "top five things" with whatever is top of mind, and he will read it
- Estimates he reads 100 of these everyone morning
𝐄𝐯𝐞𝐫𝐲𝐨𝐧𝐞 𝐡𝐚𝐬 𝐚𝐥𝐥 𝐨𝐟 𝐭𝐡𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭, 𝐚𝐥𝐥 𝐨𝐟 𝐭𝐡𝐞 𝐭𝐢𝐦𝐞
- No meetings with just VPs or just Directors - anyone can join and contribute
- "If you have a strategic direction, why tell just one person?"
- "If there is something I don't like, I just say it publicly"
- "I do a lot of reasoning out loud"
𝐍𝐨 𝐟𝐨𝐫𝐦𝐚𝐥 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐜𝐲𝐜𝐥𝐞𝐬
- No 5 year plan, no 1 year plan
- Always re-evaluating based on changing business and market conditions (helpful when AI is developing at the pace that it is)
This org is optimized for (1) attracting amazing people, (2) keeping the team as small as it can be, and (3) allowing information to travel as quickly as possible.
--end quote
Source: https://www.linkedin.com/posts/dan-hock_the-way-that-jensen-huang-runs-nvidia-makes-activity-7107373520761884672-w-vJ?utm_source=share&utm_medium=member_desktop
Amazing!
this is meaty AF! Despite the topic being a technical nightmare to understand (i am no tech-head) you made the subject so easy to grasp!
it certainly didnt feel like *just* 30 hours of research. it felt like more!
Thanks, Jaryd!
...incredible Jaryd and super inspiring...bravo...
"What the hell are you { mom} talking about" , is here to say that this is exceptional! Your deep dives just get better. Next: how to breathe under water. What an insightful, masterful excavation.