Jensen Huang: evaluation

Transcript context

…What’s the pro- can you take me through the process of the specialists and the generalists? Like how do you put together the rack when you know the s- the set of things you have to shove into a rack together? Like what does that process look like of designing it all together? Yeah. There’s the first question, which is: what is extreme co-design? We’re optimizing across the entire stack of software from architectures to chips, to systems, to system software, to the algorithms, to the applications. That’s one layer. The second thing that you and I just talked about goes beyond CPUs and GPUs and networking chips and scale up switches and scale out switches. And then of course, you gotta include power and cooling and all of that because all these computers are extremely power hungry. They do a lot of work and they’re very energy efficient, but they in aggregate still consume a lot of power. And so that’s one. The first question is, what is it? The second question is, why is it, and we just spoke about the reason, you know you want to distribute the workload so that you can exceed the benefit of just increasing the number of computers. And the, and then the third question is, how is it, how do you do it? And, and that’s the, that’s kind of the miracle of this company. You know, when you’re designing a computer, you have to have an operating system of computers. When you’re designing a company, you should first think about what is it that you want the company to produce. You know, I see a lot of companies’ organization charts, and they all look the same. Hamburger organization charts, soft organization charts, and car company organization charts. They all look the same. And it doesn’t make any sense to me. You know, the goal of a comp- of a company is to be the machinery, the mechanism, the system that produces the output. And that output is the product that we like to create. It is also designed, the architecture of the company should reflect the environment by which it exists. It almost directly says what you should do with the organization. My direct staff is 60 people. You know, I don’t have one-on-ones with ’em because it’s impossible. You can’t have 60 people on your staff if you’re, you know, gonna get work done and- So you still have 60 reports. You still have across-…

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