A powerful piece of advice from Nvidia CEO Jensen Huang encourages a cycle of impact. First, find a way to work on the most crucial projects ("get on the critical path"). Once your involvement becomes a bottleneck, your next job is to enable others and remove yourself ("get off it") to tackle the next challenge.

Jensen Huang's core strategy is to be a market creator, not a competitor. He actively avoids "red ocean" battles for existing market share, focusing instead on developing entirely new technologies and applications, like parallel processing for gaming and then AI, which established entirely new industries.

To vet ambitious ideas like self-sailing cargo ships, first ask if they are an inevitable part of the world in 100 years. This filters for true long-term value. If the answer is yes, the next strategic challenge is to compress that timeline and build it within a 10-year venture cycle.

If NVIDIA's CEO truly believed AGI was imminent, the most rational action would be to hoard his company's chips to build it himself. His current strategy of selling this critical resource to all players is the strongest evidence that he does not believe in a near-term superintelligence breakthrough.

Huang eschews traditional hierarchy, engaging directly with employees at all levels and delivering feedback publicly. This "parallel processing" management style ensures rapid, simultaneous learning across the organization, mirroring the architecture of the GPUs his company builds and creating a uniquely flat structure for a company of its size.

NVIDIA's multi-billion dollar deals with AI labs like OpenAI and Anthropic are framed not just as financial investments, but as a form of R&D. By securing deep partnerships, NVIDIA gains invaluable proximity to its most advanced customers, allowing it to understand their future technological needs and ensure its hardware roadmap remains perfectly aligned with the industry's cutting edge.

Instead of competing for market share, Jensen Huang focuses on creating entirely new markets where there are initially "no customers." This "zero-billion-dollar market" strategy ensures there are also no competitors, allowing NVIDIA to build a dominant position from scratch.

Jensen Huang demands to know the absolute fastest possible production timeline, the "speed of light," irrespective of the initial astronomical cost. This forces suppliers to reveal their true physical limits, providing a powerful strategic baseline for decision-making beyond conventional quotes.

Nvidia CEO Jensen Huang's public stance on quantum computing shifted dramatically within months, from a 15-30 year timeline to calling it an 'inflection point' and investing billions. This rapid reversal from a key leader in parallel processing suggests a significant, non-public breakthrough or acceleration is underway in the quantum field.