🎧 32:58 - 34:30 (01:31)

The insight of this snip is to not imitate what we read or hear, but to learn from others and ask ourselves what it means to us in our own world and context. We should be inspired by the experiences shared in business books and other sources, but not adopt them blindly. Instead, we should consider how the insights we gain relate to our own goals, environment, and company capabilities. By learning from a wide array of sources, including competitors and adjacent industries, we can inform our own strategies and make better decisions. The key is to constantly ask ourselves what the information means to us and not just imitate others.

David Rosenthal: In

Jensen Huang: the last 30 years, I've read my fair share of business books. And as in everything you read, you're supposed to, you're supposed to, first of all, enjoy it, right? Enjoy it, be inspired by it, but not to adopt it. That's not the whole point of these books. The whole point of these books is to share their experiences. And you're supposed to ask, you know, what does it mean to me in my world? And what does it mean to me in the context of what I'm through? What does this mean to me in the environment that I'm in? And what does this mean to me in what I'm trying to achieve? And what does this mean to NVIDIA and the age of our company and the capability of our company? And so you're supposed to ask yourself, what does it mean to you? And then from that point, being informed by all these different things that we're learning, we're supposed to come up with our own strategies. You know, what I just described is kind of how I go about everything. You're supposed to be inspired and learn from everybody else. And the education's free, you know. When somebody talks about a new product, you're supposed to go listen to it. You're not supposed to ignore it. You're supposed to go learn from it. And it could be a competitor. It could be an adjacent industry. It could be nothing to do with us. The more we learn from what's happening out in the world, the better. But then you're supposed to come back and ask yourself, what does this mean to us? Yeah,

David Rosenthal: you don't just want to imitate them.

Jensen Huang: That's right.

David Rosenthal: I love this tee-up of learning but not imitating and learning from a wide array of sources. There's this sort of unbelievable third element, I think, to what NVIDIA has

🎧 37:12 - 38:24 (01:12)

A CEO's job is to look around corners and anticipate future opportunities. They can't wait for opportunities to come to them, but instead, they need to position their company to be ready for it. Even if they are not sure when or what the opportunity will be, they have to be close enough to make a move when it arises. By laying the groundwork in the data center segment, NVIDIA was able to power open AI in 2015.

Ben Gilbert: You know, the data center segment of NVIDIA's business, to me, has become synonymous with how is AI going? And that's a false equivalence. And it's interesting that you were only this ready to sort of explode in AI in the data center because you had three plus previous products where you learned how to build data center computers. Even though those markets weren't these like gigantic world-changing technology shifts the way that AI is, that's

Jensen Huang: how you learned. Yeah, that's right. You want to pave the way to future opportunities. You can't wait until the opportunity is sitting in front of you for you to reach out for it. And so you have to anticipate. You know, our job as CEO is to look around corners and anticipate where will opportunities be someday. And even if I'm not exactly sure what and when, how do I position the company to be near it? To be just standing kind of near under the tree, and we can do a diving catch when the apple falls, you know what I'm Yeah. But you've got to be close enough to do the diving catch.

David Rosenthal: Yeah. Rewind to 2015 and OpenAI, if you hadn't been laying this groundwork in the data center, you wouldn't be powering OpenAI

Jensen Huang: right now. Yeah. But

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