| There's a lot more context to each of the bullet points that seem more dramatic than how it feels in real life. But I want to put the spotlight on the 1-year and 5-year plans - that there aren't any. I feel that phrasing doesn't do justice because there's more context behind it. Yes, there may not be company-wide top-down 5-year plans or planning cycles. Don't mistake this to be your usual breed of agile. What folks work on are ultimately much longer-term visions. I think everyone sort of has/owns their own ideas and plans for how an area, product/service, project, whatever, should grow into, and everyone is asked to make an effort in communicating those. Internally, it's one giant networked negotiation machine. The company adapts well to changing circumstances and market needs, but NVIDIA is strategic and thoughtful - once it goes after something, it rarely backs off. And usually, NVIDIA is going after things others are actively avoiding because the problems in those spaces are too difficult. The consequence of such problem sets are visions that 10-20 year undertakings, if not more, that everyone chips away at bit by bit until one fine day things start taking solid shape. This is also made possible because everyone up the management chain, from ICs till up to JHH are technically adept. This is why sending out "top-5 things" works; not because it's written for everyone, but because everyone can read it. These emails aren't trimmed down. They are sent regularly. They can act as status updates but that's not their intention; they are literally what the title says "top five things" (on a team's agenda right now). A key relevant item that's left out in the tweet but JHH mentions in the referenced interview, is "strategy". Leadership, from the bottom-up ensures everyone's going in the right direction for a body of work in a given area. All of which funnel up to a general strategy that NVIDIA executes. |