Nvidia has grown into a major beneficiary of the artificial intelligence boom, creating substantial wealth for investors and employees. CEO Jensen Huang links the company’s performance to a management approach he describes as “torturous,” shaped in part by his Taiwanese parents’ constant criticism. He says feedback should be given right away and framed around improvement rather than punishment. After feedback, he emphasizes returning to support and care. Nvidia’s culture is reflected in low turnover, with overall turnover at 2.5% in fiscal year 2025. Many employees have long tenures, and Huang connects leadership to enabling others to turn their work into a lifelong profession.
"“[To a] Taiwanese parent, nothing is ever good enough, and you can't go a day without some criticism,” he told Singapore-based news channel CNA. “And I'm kind of the same way. You can't show me something without me giving you some criticism. And I guess in a lot of ways that's my form of torture.”"
"Huang said he believes feedback works best when delivered immediately, and with improvement (not punishment) in mind. “Just like a Taiwanese parent, once the feedback is given, you're back to loving the person again,” Huang said. “And so, I'm always critical of everybody's work so that I can help them be better.”"
"During fiscal year 2025, Nvidia's overall turnover was just 2.5%, according to the company's latest sustainability report. Roughly one in five employees have been with the company for at least a decade, while two in five have stayed for five years or longer. “People don't quit easily from Nvidia,” he said."
"“...I think that ultimately the purpose of leadership is to create the conditions for other people to realize their dreams, to be part of yours of course and to be part of something bigger, but to be able to turn their job, their profession, their craft hopefully into their life's work. And at NVIDIA you could do that.”"
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