Fortune的动态

Jensen Huang, the visionary founder-CEO of #Nvidia, epitomizes a relentless work ethic that extends far beyond the typical nine-to-five. At 61 years old and at the helm of a $3 #trillion company, Huang's commitment to his craft is unparalleled. "I'm working from the moment I wake up until I go to bed, seven days a week. When I’m not working, I’m thinking about working. And when I’m working, I’m all in," Huang shared candidly during a conversation with Stripe CEO Patrick Collison. Despite his rigorous schedule, Huang cherishes his morning routine, accommodating his beloved dogs. "I used to wake up at 5 am, but these days, I wake up at 6 am because of my #dogs... I don't mind waking anybody up, but I feel guilty when I wake the puppies up," he humorously remarked. Ranked as the 14th richest person globally, with a staggering net worth of $105.8 billion, Huang's journey as one of tech's longest-serving CEOs is a testament to his unwavering dedication. He shared his unconventional perspective on work, emphasizing that genuine accomplishment often emerges from perseverance through adversity. "Some people believe the best jobs are the ones that bring you happiness all the time," Huang mused. "But when you want to build something great, it's not easy. And when you're doing something that's not easy, you're not always enjoying it." His philosophy challenges the notion that every moment of work must be joyful. Instead, he finds fulfillment in the continuous pursuit of #excellence, stating, "I don't love every day of my job, not every day brings me joy; nor does joy have to be the definition of a good day... but I love the company every single second." As Huang continues to lead NVIDIA into uncharted technological frontiers, his relentless dedication and resilience serve as an inspiration for aspiring entrepreneurs and leaders worldwide.

Everyone's talking about “founder mode,” but as it gains traction, founders will start using it as an excuse for poor management. Founder mode isn’t a license to run a company at 5,000 the same way you ran it at 5. Jensen Huang, CEO of NVIDIA, exemplifies what I like to call “scaled founder mode”. Scaled founder mode is being highly involved in the most important things, that only you can do to drive the company forward. Nvidia is one of the most successful tech companies in the world, with a $3 trillion market cap. And Huang, with a 31+ year tenure, is the longest-serving CEO in the industry. He’s a highly effective manager. And he’s still very much in founder mode. When interviewed by Stripe's Patrick Collison, Huang said “CEOs are pinch hitters. We should be working on the things that nobody else can or nobody else is.” Nvidia’s leadership team of 60 reports directly to Huang. But he doesn’t do 1:1s. This way, the team of 60 is relatively flat, with no silos and no privileged access to information. Not saying that killing 1:1s is the answer to speedy execution. But Nvidia found that this way, everyone contributes to solving problems with equal access to important info. And because Huang sees his primary role as being a custodian of the culture, he eats in the cafeteria with employees every single day. At almost 30k employees, you can’t get much more “in the details” than that.

Saw a clip where CEO of Nvidia talks about how he strongly discourages 1:1 and it really captured my attention. I was curious. Context, he has 60 direct reports and he doesn’t do 1:1s with them (see the interview here:?https://lnkd.in/gwc4kRxn) “I don’t do 1-on-1s, and almost everything I say, I say to everybody all the time. I don’t really believe there’s any information that I operate on that only one or two people should hear about… I believe that when you give everybody equal access to information, that empowers people. And so that’s number one… Number two, if the CEO’s direct staff is 60 people, the number of layers you’ve removed in a company is probably something like seven.” What do you think? Is one on one a good thing? From my experience the top Leaders in the world do not do 1:1. Here's why? Jensen is absolutely correct. He's more impactful to share ideas with the masses in his organization than 1 person at a time. When i was the aide-de-camp to the Commanding General of Marine Corps Recruit Depot San Diego, it was the greatest experience I received because I was always 1:1 with the General. Not alot of people to include his commanders had this opportunity. It was like me walking with Elon Musk and him talking to me nuggest of wisdom, insights all the time. Very very very powerful. But who does that benefit. Me, not really the organization. Yes. Jensen discouraging 1:1 is sagely advice. Because you'll have a better chance to influence global change by talking to 1000 than talking to 1.

Why is Europe struggling to produce tech giants like Google and NVIDIA? Traditional reasons include insufficient funding, bureaucracy, and regulatory complexity. This is true. However, Antler found a promising new perspective: the importance of strong technical founders tackling tough tech problems. The research shows that over 95% of founders of the top 10 US tech companies are technical. In Europe, it's only 30%. This gap is closing, with 50% of new European unicorn founders now having technical backgrounds, focusing on deep tech products. "Excitingly, technical founders in Europe are raising 50% more and at 60% higher valuations. This trend is accelerating, driven by alumni from companies that are restructuring or from companies where the upside for great operators and entrepreneurs is plateauin and the AI boom. Investors and ecosystem leaders are catching on, hiring more technical talent and investing in hardware." The flywheel is starting to spin. https://lnkd.in/eUdziDRT https://lnkd.in/eeYbcWSs #positivefuture #cleantech #brighter #tomorrow

NVIDIA CEO Jensen Huang: “I really discourage 1-on-1s” Jensen famously has 60 direct reports. When Stripe founder Patrick Collison points out that this isn’t conventionally considered best practice, Jensen shares his reasoning: “I don’t do 1-on-1s, and almost everything I say, I say to everybody all the time. I don’t really believe there’s any information that I operate on that only one or two people should hear about… I believe that when you give everybody equal access to information, that empowers people. And so that’s number one… Number two, if the CEO’s direct staff is 60 people, the number of layers you’ve removed in a company is probably something like seven.” Patrick offers to steal man the other side of the argument: “1-on-1s are where you provide coaching, where you maybe talk through personal goals and career advancement, where maybe you give feedback on something that you see somebody systematically not doing so well… Do you not do those things or do you do them in a different way?” Jensen responds: “I give you feedback right there in front of everybody. In fact, this is a really big deal. First of all, feedback is learning. For what reason are you the only person who should learn this?… We should all learn from that opportunity… Half the time I’m not right, but for me to reason through it in front of everybody helps everybody learn how to reason through it. The problem I have with 1-on-1s and taking feedback aside is you deprive a whole bunch of people that same learning. Learning from other people’s mistakes is the best way to learn.” From Startup Archive (https://lnkd.in/eCTmkTfy)

Stripe CEO Patrick Collison asked Nvidia CEO and co-founder Jensen Huang about his work-life balance. The 61-year-old founder-CEO of $3 trillion Nvidia said he begins to work from the moment he wakes up and even when he is not working, he is thinking about work, seven days a week. "I'm working from the moment I wake up until I go to bed, seven days a week. When I’m not working, I’m thinking about working. And when I’m working, I’m all in," said the AI chipmaker boss during a chat with Stripe CEO Patrick Collison. He mentioned that he usually wakes up at 5 am but enjoys reading in bed until 6 am so as not to disturb his dogs. "I used to wake up at 5 am, but these days, I wake up at 6 am because of my dogs... I don't mind waking anybody up, but I feel guilty when I wake the puppies up," he told Collison. Huang is one of the longest-serving tech CEOs and the 14th richest person in the world with a net worth of $105.8 billion. also shared his perspective on work, saying that while some people believe the "best jobs are the ones that bring you happiness all the time," he doesn't quite see it that way. He believes it takes suffering and struggle to "truly appreciate what you've accomplished." "When you want to build something great, it's not easy, and when you are doing something that's not easy, you're not always enjoying it," the Nvidia boss mentioned. "I don't love every day of my job, not every day brings me joy; nor does joy have to be the definition of a good day... but I love the company every single second." #startuppedia #startupnews #startup #nvidia

Fascinating. I’m a huge believer in 1:1s to empower my team. They’re touch points, as I have faith in their ability to do the job (that’s why we hired them!) - is everything on track, do you need more resources/expertise, and, most importantly, are you okay? The flip side of removing so much bureaucracy from an organisation is compelling - having so many people closer helps disseminate knowledge and remove the game of chain-of command “telephone”. I’m not sure it’s very well suited to multiple personality types, neurodivergent folks, etc. re: creating an environment where they can thrive. And I’ve seen countless people from CEOs to 1LMs burn out from having 9+ direct reports. 1) what do you think? 2) does it change for remote organisations?

This is a fascinating perspective from Jensen Huang! I appreciate his emphasis on transparency and collective learning. While 1-on-1s can indeed be valuable for personal coaching and tailored feedback, there is something powerful about learning together as a team. This approach not only fosters a culture of openness but also encourages everyone to grow from real-time discussions and mistakes. Balancing both methods might provide the best of both worlds—empowering individuals while still promoting team unity and shared growth. How do others feel about this approach? Jimmy Acton

Stepping out of your comfort zone and focusing your thoughts on a goal will help you achieve it.

37% of NVIDIA's team (still) have >$20m And if you have start-up equity. Read this. They say you should focus on either 'Learning' or 'Earning'. But most people want both. ? In my first tech job, I worked hard. At the end my 1st year, I asked for more equity. The founder sat me down... ?? "Andy, you get rich from a business that does really well. Focus on that instead." It was a good diversion. I got back to work. But I've now seen the truth in that. Startups have power law distributions. 4-years of vesting = 1,000 days of your (one and only) life. So if you're in startups, choosing 'WHERE' that equity vests is an important decision. Because it's the same hours..... But the financial difference can be huge. 0.2% of a company that becomes a.. - $10m company = $20k - $1bn company = $2 million - $10bn company = $20 million NVIDIA is a prime example. The stock is hurting recently - but 76% of their 30K employees are still millionaires. There are many drivers to work fulfillment (purpose, master, autonomy)... But when working in startups + focused on wealth creation? The companies that become the biggest are the ones most likely to help you secure the bag ?? As Sheryl Sandberg says: ?? “If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on.” --- And follow me Andy Crebar for more stuff like this.