one of Christensen’s subtler messages escaped Jensen, at least for the first decade of Nvidia’s existence. It was not enough to look at external measures of success: revenue, profitability, the price of the stock, or the pace of product launches. A truly sustainable business spent just as much effort looking inward in order to keep its internal culture aligned. As Nvidia established itself as the dominant player in the graphics industry, the company’s executives got distracted by its partners, its investors, and its finances. It failed to see the growing problem within its own
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