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For employees at every level, the focus on excellence in one’s work, rather than on internal politics, is reason enough to commit to the company. The type of person who jockeys for position more than he or she contributes to the broader good will struggle at Nvidia. “Some companies will prefer these kinds of people, but not Nvidia,” former GPU architect Li-Yi Wei said. “You can be 100 percent focused on the technology side without worrying about everything else.”6 In fact, Nvidia actively resists the emergence of the kind of cutthroat culture that most other organizations foster, intentionally
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“It is critical you speak up,” is how he described the culture at Nvidia. “You would get in more trouble if you didn’t.”9
IN EXCHANGE FOR THE SUPPORT and the high compensation, Nvidia demands much of its people. Extreme commitment is critical to the Nvidia Way. Sixty-hour workweeks are expected as the bare minimum, even at junior positions. The workweek can stretch to eighty hours or more during critical periods in chip development—especially for hardware engineers—or as the result of a major and sudden change in corporate strategy, such as during the pivot to AI.
Young was surprised by how much the CEO knew about someone both relatively new and relatively low-level. He mentioned this to his manager, who replied: “That’s normal. He’s like this with everybody.” Young found it inspiring that the CEO of the company with thousands of employees cared enough to put that much time and effort into connecting with each employee.10 But it was also a signal that Jensen had his eye on everyone at the company, knew their potential, and expected them to perform accordingly. He expects them to continuously expand the company’s—and Jensen’s own—knowledge base, as well.
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“He can show his temper, but you have to screw up badly for him to get to that stage,” one employee said. “He wants to be involved and understand what you are doing. Through that process, he’s going to be very direct and ask lots of tough questions. If you’re not ready for that type of discussion, it can be a little alarming, but there’s no malice behind it. It’s all about let’s get an airtight case before we move forward on something.”
Jensen is also ruthless about prioritizing his time. Adobe CEO Shantanu Narayen recalls a breakfast with Jensen where they had a great conversation about business issues, from innovation and strategy to culture.12 When Narayen checked his watch, Jensen remarked, “Why are you looking at your watch?” Narayen responded, “Jensen, don’t you have a calendar?” Jensen replied, “What are you doing? I do what I want.” Narayen appreciated the advice. Jensen was telling him to focus on the most important activity at all times and not be beholden to a schedule.
Conversely, when an employee starts rambling, Jensen will say “LUA,” which he pronounces like a single word: Looh-ahh. Bryan Catanzaro, the Nvidia executive, explained that LUA is a warning sign that Jensen’s patience is growing thin. When he says it, Jensen wants the employee to stop and do three things: Listen to the question. Understand the question. Answer the question. “LUA means pay attention because you’re talking about something important and you need to do it properly,” Catanzaro said. “He does not like it w...
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The entire business operates at the speed of light, and if Jensen catches you coasting, he will call you out in front of everyone. Perhaps the most succinct definition of the Nvidia Way is that it is Jensen’s way, or that it is simply Jensen himself.
We are sometimes told, by various self-help experts and gurus, that we can make more money while working less. Jensen is the antithesis of that notion. There are no shortcuts. The best way to be successful is to take the more difficult route. And the best teacher of all is adversity—something he has become well acquainted with. It is why he still keeps going at a pace that would see most other people, at any age, burn out. It is why he still says, to this day, and without any trace of hesitation or irony or self-doubt: “I love Nvidia.”
“As many as needed, as few as possible”: Invite only the essential employees, those with relevant knowledge, to meetings, and avoid wasting people’s time if their presence is not necessary. “AMAN, ALAP”: As much as needed, as little as possible. Be frugal with employee time and company resources. “Always hire the best”: If you hire smart and capable people, they will be able to solve problems and adapt to new challenges. “Criticism is a gift”: Providing direct feedback leads to continuous improvement.
“How hard can it be?”: A refrain to use to avoid feeling overwhelmed by the amount of work ahead.
“LUA”: Listen to the question, understand the question, and answer the question. A warning sign Jensen is getting frustrated about a long-winded response.
“The mission is the boss”: Decisions are made on the basis of the end goal of serving the customer, not internal politics.
“No one loses alone”: If you are falling behind, inform your team promp...
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“Small steps, big vision”: Prioritize actionable items and complete the most important first task to the best of your ability.
“Strategy is about the things you give up”: Sort through everything, pick the most important thing, and then do that and leave the others aside.
