Huang Renxun’s crazy method of managing trillions of NVIDIA: no plan, no reporting, no hierarchy

The most popular semiconductor company this year is undoubtedly Nvidia, which has a market value of over 1 trillion. What people didn’t expect was that Lao Huang actually had a

special, even almost crazy management style:

need The rewritten content is: lack of planning, lack of reporting, lack of clear hierarchy

The exposure said:

He

• directly manages 40 subordinates, believe that flatness is power; It will be too late to wait for others to report, and we need to do "random sampling" of the company's system;
• The information is fully transparent, from top to bottom of the VP Junior employees
• can participate in any meeting; does not make plans on a periodic basis, neither a five-year plan nor a one-year plan.
• It sounds a bit unexpected. The rewritten content: It sounds really unexpected

And NVIDIA Deep Learning Research VP

(@Bryan Catanzaro)

has directly appeared to prove:

All are true.

Netizens commented on his management method

"Like a GPU", which received the highest praise.

老黄’s crazy management rules

There are as many as 40 direct subordinates, no 1:1 communication

老黄’s primary management The philosophy is to flatten and avoid hierarchical communication.

He has 40 direct reports, but he does not conduct one-on-one meetings

Instead of group discussions, the advantage is to ensure that starting from the top, everyone

(has a clear understanding of the information Mastery)

are all on the same line. And he attaches great importance to learning and understanding the latest trends in the industry, and one of the ways to do this is to surround himself with people who are knowledgeable and willing to share.

Nvidia’s meetings are not restricted by position or level, which is another manifestation of flatness

According to Lao Huang, everyone can access the company’s information, whether they are vice presidents or junior employees. All information, and the right to participate in any meeting

His point is:

If we develop a strategic direction, why is it only known to a few people?

Tell all employees and we can brainstorm ideas

(original words: swimming in the soup of strategizing and how to formulate the path to the future)

. As soon as we have an idea, we send it to everyone, and then wait for everyone to give us feedback, and we will improve it based on this feedback.

Sharing strategic direction without clear plans

By sharing strategic direction with every employee in the company, we are able to leverage the wisdom and expertise of the entire company, This leads to the development of a more complete and thoughtful strategy

Lao Huang admits that he has benefited a lot from getting feedback from different angles

However, everyone needs to pay attention The wording used above:

Strategic Direction

. Yes, it is just the direction. Lao Huang never makes clear plans for the company, whether it is long-term or short-term.

The reason is: the plan is rigid and can easily bring restrictions.

The world is like a living, breathing existence

Therefore, Nvidia’s approach is to constantly re-evaluate existing strategies based on changing business and market conditions. .

Considering the current rapid development in the field of artificial intelligence, this decision is indeed a very wise one

In addition to not liking to formulate five-year plans or one-year plans, Lao Huang also does not like employees to write Report.

Because he believes that such reports are often divorced from the basic facts by the time they reach him.

But he still had to understand the latest situation of the company, so he encouraged all employees to write him an email, with the subject being

"The five most important things". Every morning, Lao Huang usually reads about 100 similar emails

Think outside the box and dare to give up existing business

These contents are actually related to how to better collect information and obtain strategies

So, how did Lao Huang formulate the strategy?

The answer is: Think Outside the Box.

A few years ago, NVIDIA decided to withdraw from the commercialized smartphone and tablet SoC market

Now it seems that this seemingly backward move has pushed the company forward and allowed NVIDIA to move forward from Stand out from your competitors.

Lao Huang’s strategic philosophy is reflected behind this

When rewriting the content, without changing the original meaning, the language needs to be converted to Chinese, and the original sentence does not need to appear

Lao Huang said that this method can stimulate the generation of innovative thinking and often lead to breakthrough solutions that may be ignored by traditional methods

It is worth mentioning that Lao Huang also likesTrust your instincts - This is another way he "Think Outside the Box".

Three core goals

Finally, Lao Huang summarized NVIDIA’s organizational structure to achieve the following three core goals:

Attract the best in the industry Talents, forming the most capable and efficient team for operations, and in the process, ensuring the rapid and effective flow of information throughout the company

Overall, these management methods are indeed somewhat unique and crazy .

However, it is clear that its core feature is to avoid the bureaucracy and rigidity prevalent in large enterprises by retaining the flexibility unique to start-ups.

A need to be rewritten The question is:

NVIDIA is still growing rapidly. As the company further expands, whether this streamlined management style can continue to be maintained, and whether the successor can continue this style, has become an important issue. Question

老黄: I can fight for another 20-30 years

After Lao Huang’s crazy management style was exposed, netizens also started a wave of heated discussions.

A netizen from Nvidia confirmed:

I only worked in the company for a few months before I started discussing the project at hand face to face with Lao Huang

It is indeed stressful to work under his "microscope", but doing so greatly reduces the behavior of showing beautiful PPT to the leader and saying nonsense about "everything is fine"

At the same time, He also recalled:

I previously worked in a start-up company that was only 1/100 the size of Nvidia. In comparison, the contact between the CEO and ordinary engineers was much less.

So this is a very good change.

However, some employees revealed:

It’s just Lao Huang himself who doesn’t do 1:1 reports. Org level 3 employees like us will still do it. Regular one-on-one communication with my Org2 level leader.

So, is NVIDIA successful because of this?

Dan Hockenmaier believes:

It’s still difficult to predict. However, if NVIDIA had not developed at such a speed and flexibility, it might have faced multiple bankruptcies in its early days

It is worth mentioning that some netizens also Expressed their concerns:

After Huang retires, can Nvidia continue to survive?

Regarding this matter, @Dan Hockenmaie revealed:

It’s still early for everyone to worry. Lao Huang’s plan is to fight for another 20-30 years.

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