“Nvidia doesn’t constantly fire people and rehire them,” said Jay Puri, head of global field operations.12 “We take people that we have and we are able to redirect them into a new mission.” Managers at Nvidia were trained not to get territorial or feel like they “own” their people and instead got used to them moving around between task groups. This practice removed one of the main sources of friction at large companies. “Managers don’t feel like they get power by having large teams,” Puri continued. “You get power at Nvidia by doing amazing work.”
