Market Maker, Not Share Taker
Huang: I'm very situationally aware of everything around our company and ecosystem. I'm aware of all the people doing alternative things, sometimes adversarial. But that doesn't change the purpose of the company.
NVIDIA is a market maker, not a share taker. Not one day does this company talk about market share. All we're talking about is — how do we create the next thing? How do we take that flywheel that used to take a year and crank it down to about a month?
Not one day does this company talk about market share. We're a market maker, not a share taker.
The Fish Pond
Huang: A goldfish can only be so big as the fish pond. The question is — what is your fish pond? That requires a little imagination. It's hard to figure this out looking backwards, trying to take share. Share takers can only be so big. Market makers can be quite large.
Since the very beginning, we had to invent the market for us to go swim in. We were at ground zero of creating the 3D gaming PC market. The need to invent a new market to go serve it later is something that's very comfortable for us.
Share takers can only be so big. Market makers can be quite large.
Is This Important Work?
Huang: One of the great skills of our company — we're willing to do something even though the financial returns are completely non-existent or very far out. We ask ourselves — is this worthy work? Does this advance a field of science?
The only question is — is this important work? If we didn't do it, would it happen without us? If somebody else can do it, let them do it. We should select the things that if we didn't do it, the world would fall apart. You have to convince yourself — if I don't do this, it won't get done. If that work is hard and impactful, it gives you a sense of purpose.
If we didn't do it, would it happen without us? If somebody else can do it, let them. We do the work nobody else will.