Nvidia's decision to ditch the phone market isn't a surrender, it's a springboard. By strategically retreating from a crowded red ocean, they unlocked the potential of a vast, unexplored blue ocean. This bold move allowed them to focus on their core strength - building powerful computers - and potentially dominate an entirely new market. It's a masterclass in creating uncontested market space, not by fighting competitors, but by leaving them behind altogether. This is the essence of Blue Ocean Strategy: abandoning competition and charting a course towards uncontested waters.
On strategy
Jensen believes strategy is about what people do, not what they say. He prioritizes action and continuous adaptation over traditional planning documents. Through a system of daily "Top Five Things" updates from employees, he gets a real-time picture of what's happening and fosters a culture of ownership and agility. However, this approach might lead to information overload and potentially miss out on insights from lower-level employees.
Among the many quotes and principles of a personality that is increasingly under the spotlight, I think there are two that struck me: the first concerns the importance of specifying how to think. Often we always aim for direct solutions, the speed of the solution, and getting to the next step as much as possible. But communicating the way in which we reasoned, the parameters used, the weight given to certain variables in any decision is not an important principle only in interaction with others in the company but, I think, can also be easily applied to many other fields , as in writing. Furthermore, the topic of deciding what to abandon is something that resonates even on a personal level, and which I think is a lesson to apply every day. For example, I started experimenting with it years ago with some projects. These are always difficult decisions, but remembering these elements, which I thank you for highlighting, is very important.
On creating new markets
Nvidia's decision to ditch the phone market isn't a surrender, it's a springboard. By strategically retreating from a crowded red ocean, they unlocked the potential of a vast, unexplored blue ocean. This bold move allowed them to focus on their core strength - building powerful computers - and potentially dominate an entirely new market. It's a masterclass in creating uncontested market space, not by fighting competitors, but by leaving them behind altogether. This is the essence of Blue Ocean Strategy: abandoning competition and charting a course towards uncontested waters.
On strategy
Jensen believes strategy is about what people do, not what they say. He prioritizes action and continuous adaptation over traditional planning documents. Through a system of daily "Top Five Things" updates from employees, he gets a real-time picture of what's happening and fosters a culture of ownership and agility. However, this approach might lead to information overload and potentially miss out on insights from lower-level employees.
Among the many quotes and principles of a personality that is increasingly under the spotlight, I think there are two that struck me: the first concerns the importance of specifying how to think. Often we always aim for direct solutions, the speed of the solution, and getting to the next step as much as possible. But communicating the way in which we reasoned, the parameters used, the weight given to certain variables in any decision is not an important principle only in interaction with others in the company but, I think, can also be easily applied to many other fields , as in writing. Furthermore, the topic of deciding what to abandon is something that resonates even on a personal level, and which I think is a lesson to apply every day. For example, I started experimenting with it years ago with some projects. These are always difficult decisions, but remembering these elements, which I thank you for highlighting, is very important.