This is the point where a bad strategist would have wrapped the concept of a faster development cycle in slogans about speed, power, and growth, and then sought to cash in by taking the company public. Instead, the Nvidia team designed a set of cohesive policies and actions to turn their guiding policy into reality. The first step in executing the guiding policy was the establishment of three separate development teams. Each would work to an eighteen-month start-to-market cycle. With overlapping schedules, the three teams would deliver a new product every six months.
