The Nvidia Way: Jensen Huang and the Making of a Tech Giant

by Tae Kim

Jensen decided to offer Nvidia employees more direct criticism in larger meetings, so that more people could learn from a single mistake. “I do it right there. I give you feedback in front of everybody,” he said. “Feedback is learning. For what reason are you the only person who should learn this? You created the conditions because of some mistake you made or silliness that you brought upon yourself. We should all learn from that opportunity.” Jensen displayed his trademark directness and impatience in all settings. He would often chew people out for fifteen minutes straight, regardless of the venue. “He does it all the time. It’s not even at company[-wide] meetings. It’s during smaller meetings or alignment meetings,” a former Nvidia executive said. “He can’t let it go. He just has to make it punitive a little bit.”