The Nvidia Way

is critical you speak up,” is how he described the culture at Nvidia. “You would get in more trouble if you didn’t.”

resources across the company, from Jensen to senior engineering staff, may be brought in to solve the issue. “ ‘No one loses alone’ is particularly pertinent in the sales organization,” said Jay Puri, head of global field operations. Referring to the head count on his sales team, he added that “We are so small compared to our competitors that when

For example, if you are a sales executive working in a particular region and you are falling behind in meeting your quota, you are expected to inform your team early on so they can assist you. Other

we’re going to lose, it’s not going to be because you didn’t have help. We’re going to work together. No one loses alone,” Jensen regularly advises Nvidia employees.

the employee would get two hundred fifty. Subsequently, the employee receives one-quarter of his or her annual grant every quarter. To avoid the “equity cliff” (when engineers depart after their stock packages have fully vested over the industry-standard four years), Nvidia offers annual refresher grants. If an employee receives an “outperform” rat

head of human resources John McSorley. “He pores over the stock-allocation reports.” Equity compensation occurs through stock grants called restricted stock units (RSUs). When an individual starts at the company, that employee receives a brokerage account. At the end of the first year, the employee vests and receives one-quarter of his or her initi

Jensen, upon learning of Intel’s interest, promptly sent his executives to make offers to the 3Dlabs team that did not include a relocation demand. In fact, he instructed the executives to open a new office in Huntsville to accommodate the new team members. “Nvidia moves very fast,” Leow said. “They aggressively accumulate human and technology asse

they would never contradict one another. The message from the top was consistent, and Nvidia staff learned it and made it their own. He drew a contrast with almost every other company he’d ever worked with, whose representatives sometimes argued with each other in front of external clients.

former senior executive at a large software company said that he was always struck by how you could talk to multiple Nvidia employees and