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Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are... the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)show more

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Jensen Huang: “Money is the only singular reason not to start a company“ “Money is the only singular reason not to start a company. Because starting a company has a very low probability of success. And so if that is your reason for doing it, you will likely regret the experience… You should build a company because you believe in your idea, you’re passionate about it, and you want to build something great… You have to have a perspective that’s unique and that you feel really strongly about, so you’re willing to persevere almost any challenge to make it happen.” Video source: Stanford Online (2011)

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Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

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Why NVIDIA founder Jensen Huang wouldn’t start a company if he had to do it all over again In this clip from the Acquired podcast, Jensen is asked what company he would start if he was 30 years old again today. His response: “I wouldn’t do it.” “Building a company and building NVIDIA turned out to have been a million times harder than any of us expected it to be. And at the time, if we realized the pain and suffering and just how vulnerable you’re going to feel and the challenges that you’re going to endure, the embarrassment and the shame, and the list of all the things that go wrong—I don’t think anybody would start a company.” Jensen believes that the superpower of entrepreneur is that they don’t know how hard it is. They only ask themselves: How hard can it be? “You have to get yourself to believe that it’s not that hard because it’s way harder than you think. And if—taking all of my knowledge now—I go back, and I said I’m going to endure that whole journey again, I think it’s too much. It is just too much.” And he believes entrepreneurs need to surround themselves with supportive family, friends and colleagues. “You need the unwavering support of the people around you… I’m pretty sure that almost every successful company and entrepreneur that has gone through some difficult challenges had that support system around them.” Video source: Acquired Podcast (2023)

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Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Startup Archive

69,518 просмотров • 4 месяцев назад

“How are you mad that Trump is trying to make this Country great?! Even if you don’t like the guy, how are you mad that he wants to find a way that we don’t have to pay as much taxes?!” MAKE IT MAKE SENSE 🔥👇🏼

“How are you mad that Trump is trying to make this Country great?! Even if you don’t like the guy, how are you mad that he wants to find a way that we don’t have to pay as much taxes?!” MAKE IT MAKE SENSE 🔥👇🏼

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183,321 просмотров • 1 год назад

oh hell fucking no do you have ANY idea how fucked up it is to put that merch company in this video shitting on tommy as if what the COMPANY did to him is AT ALL comparable to decisions YOU made about YOUR merch and company??

oh hell fucking no do you have ANY idea how fucked up it is to put that merch company in this video shitting on tommy as if what the COMPANY did to him is AT ALL comparable to decisions YOU made about YOUR merch and company??

az 🍉

328,533 просмотров • 1 год назад

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.

Yoko Ono

35,208 просмотров • 2 лет назад

I love this idea from Jason Fried "Your only competition is your costs." Keep costs low, keep the team small, make stuff you want to use. You don't need the whole world: “A business is very simple. You got to make more than you spend. If you're making more than you spend, then your competition is your cost. That's what you're really in business against, how much it costs you to stay in business. It's not all the other alternatives that are on the market. You can't control what they're going to put out there, what they're going to price it at, all the things they're going to do. They're going to do what they're going to do. What I can control is how much it costs me to run my business, how much I sell my product for, and as long as I make more than I spend, I get to stay in business. And isn't that what this is all about, staying in business? That's what it's all about because I like this. I want to keep doing this. I can't keep doing it if I don't stay in business. I can't keep doing it if I make less than it costs me to make the things that I make. So I'm always thinking about the only competition I really have on an annual basis is to make sure that we make more as a company than it costs us to run the company. That's my real competition.”

I love this idea from Jason Fried "Your only competition is your costs." Keep costs low, keep the team small, make stuff you want to use. You don't need the whole world: “A business is very simple. You got to make more than you spend. If you're making more than you spend, then your competition is your cost. That's what you're really in business against, how much it costs you to stay in business. It's not all the other alternatives that are on the market. You can't control what they're going to put out there, what they're going to price it at, all the things they're going to do. They're going to do what they're going to do. What I can control is how much it costs me to run my business, how much I sell my product for, and as long as I make more than I spend, I get to stay in business. And isn't that what this is all about, staying in business? That's what it's all about because I like this. I want to keep doing this. I can't keep doing it if I don't stay in business. I can't keep doing it if I make less than it costs me to make the things that I make. So I'm always thinking about the only competition I really have on an annual basis is to make sure that we make more as a company than it costs us to run the company. That's my real competition.”

David Senra

102,170 просмотров • 1 месяц назад

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

Startup Archive

156,392 просмотров • 5 месяцев назад

Lutnick:145%.. do you know what that is? That is decoupling, you don't do business that way. As you hear, of course, as the president said the boats are just turning back around and going back, I think the President was like to work it out with China as he said he would like to de-escalate it but look he is not going to live with a trillion dollars deficit

Lutnick:145%.. do you know what that is? That is decoupling, you don't do business that way. As you hear, of course, as the president said the boats are just turning back around and going back, I think the President was like to work it out with China as he said he would like to de-escalate it but look he is not going to live with a trillion dollars deficit

Acyn

88,656 просмотров • 1 год назад

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Startup Archive

36,738 просмотров • 2 месяцев назад

Jensen Huang: “To be CEO is a lifetime of sacrifice” “Most people think that [being CEO] is about leading, being in command, and being on top,” Nvidia founder Jensen Huang begins. “But none of that is true.” Jensen explains: “You’re in service of the company. You’re creating conditions for other people to do their life’s work. You’re inspiring through example. Most of the examples are making difficult decisions during very difficult times. It’s mostly about sacrifice. It’s also about strategy. And strategy is not just about choosing what to do. It’s about choosing what not to do — which is sacrifice.” He continues: “The determination, conviction, pain, and suffering that goes along with overcoming obstacles is all sacrifice. I’m not trying to talk anybody out of the profession — if you are to do it, it’s the greatest honor. But you have to realize that it’s not about fame and glory. It’s mostly about pain and suffering.” Video source: The Cambridge Union (2025)

Jensen Huang: “To be CEO is a lifetime of sacrifice” “Most people think that [being CEO] is about leading, being in command, and being on top,” Nvidia founder Jensen Huang begins. “But none of that is true.” Jensen explains: “You’re in service of the company. You’re creating conditions for other people to do their life’s work. You’re inspiring through example. Most of the examples are making difficult decisions during very difficult times. It’s mostly about sacrifice. It’s also about strategy. And strategy is not just about choosing what to do. It’s about choosing what not to do — which is sacrifice.” He continues: “The determination, conviction, pain, and suffering that goes along with overcoming obstacles is all sacrifice. I’m not trying to talk anybody out of the profession — if you are to do it, it’s the greatest honor. But you have to realize that it’s not about fame and glory. It’s mostly about pain and suffering.” Video source: The Cambridge Union (2025)

Startup Archive

151,810 просмотров • 7 месяцев назад