NVIDIA's Future Vision: How They Predict and Define It | Jensen Huang | Lex Fridman #shorts

Añadido: 2026-05-23

[00:00:00]Cuz Nvidia's continued to make bold bets that predict the future and in part and especially now define the future.

[00:00:11]So, I'm almost looking for wisdom about how you're able to make those decisions to make leaps like that as a company.

[00:00:24]Well, first of all, um I'm informed by a by by a lot of curiosity.

[00:00:31]Uh at some point there's a reasoning system that that convinces me uh so clearly this outcome will happen.

[00:00:42]That this will happen.

[00:00:44]And so I believe I believe it in my mind and when I believe it in my mind, you know, you know how it is, you manifest a future and that future is so convincing there's no way it won't happen.

[00:00:58]There's a lot of suffering in in between but you've got to believe what you believe. So, you you you envision a future. Yeah. And you essentially from a sort of engineering perspective manifest it. Yeah, and and you you reason about how to get there. You reason about why it it must exist.

[00:01:15]Um and and um and you know, I reason we all reason here the management team we reason about it. All the people that I we spend a lot of time reasoning about it. The thing the thing that the next part of it is probably a skill thing which is you know, often times in leadership uh the leadership stays quiet or they learn about something and then they do some manifesto and it's a brand new year and somehow at the end of the year next year we're going to have a brand new plan.

[00:01:44]Big huge layoff this way, big huge organization change this way, new mission statement brand new logos, um you know, that kind of stuff.

[00:01:53]>> Yeah.

[00:01:54]We've just never I I never do things that way. When I learn about something and it's starting to influence how I think, I'll make it very clear to everybody near me that, you know, this this is interesting.

[00:02:06]Um this is going to make a difference.

[00:02:09]Uh this is going to impact that. And I reason about things step-by-step-by-step. Often times I've already made up my mind, but I'll take every possible opportunity, external information, new insights, new discoveries, uh new engineering, you know, revelations, uh new milestones develop, I'll take those opportunities and I'll use it to shape everybody else's belief system. And I'm doing that literally every single day. I'm doing that with my board. I'm doing that with my management team. I'm doing that with my employees. I'm trying to shape their belief system such that when I come, the day I say, "Hey, let's buy Mellanox."

[00:02:53]It's completely obvious to everybody that we absolutely should.