NVIDIA BECAME A MATURE COMPANY not as a result of the size of its revenues, the refinement of its internal structure, or the collective brain power of its employees. Rather, it became mature when Jensen learned how to consistently turn the organization away from internal political dysfunction and disorder. Through mechanisms such as direct public feedback, the Top 5 e-mail, and the requirement to present ideas on a whiteboard rather than as a static PowerPoint, Nvidia equips its workforce with powerful weapons in the constant struggle for accuracy and rigor and against groupthink and inertia.
