英偉達的老黃在斯坦福接受了一個采訪，信息量很大，包括公司治理和人工智能發展，及「如黑夾克缺貨，你穿什么」的尖銳問題，我給翻譯了下，并逐行改了3遍。

主持人：

老黃，太榮幸了！謝謝你能來 ??

Jensen, this is such an honor. Thank you for being here.

老黃：

很高興能來這兒，謝謝～

I’m delighted to be here. Thank you.

主持人：

為了紀念您重返斯坦福，我想我們可以從您初次離開時刻開始討論。那時您加入了 LSI Logic，這家公司當時特別火！

您在科技界建立了非凡的聲譽，并與一些最著名的科技公司合作。然而，最終您還是決定離開，去創立自己的公司。為什么呢？

In honor of your return to Stanford, I decided we’d start talking about the time when you first left, you joined LSI Logic, and that was one of the most exciting companies at the time. You’re building a phenomenal reputation with some of the biggest names in tech, and yet you decide to leave to become a founder. What motivated you?

老黃：

因為克里斯和柯蒂斯。

當我還是一名工程師時，克里斯和柯蒂斯在 Sun 工作。我有幸與包括安迪·貝克托斯海姆在內的一些計算機科學界最杰出的人物一起工作，共同開發了工作站、圖形工作站等等。

Chris and Curtis, Chris and Curtis, I was an engineer atlogic and Chris and Curtis were at Sun and I was working with, with, some of the brightest minds in computer science at the time of all time, including Andy bektosheim and others building, building work stations and graphics workstations and so on and so forth.

老黃：

有一天，克里斯和柯蒂斯說他們想離開 Sun，并希望我能想出他們下一步該做什么。

雖然我當時已有一份很棒的工作，但他們堅持要與我一起創立一家公司。因此，每當他們來訪時，我們就會在 Danny’s 餐廳聚會。順便提一句，那是我母校，也是我創立的第一家公司，在成為 CEO 之前，我的第一份工作是洗碗工。

And Chris and Curtis, said one day that they like to leave Sun and they like me to go figure out what they’re going to go be for and, I had a great job, but they insisted that I figure out, you know, with them how to, how to build a company. And so, so we hung out of Danny’s whenever they drop by and, which was, which is, by the way, my Alma martyr, my first company, you know, my first job before for before CEO was a, was a dishwasher.

老黃：

其實我做得一直還都不錯。

總之，我們聚在一起，那是在微處理器革命期間，大約在 1992 年到 1993 年間，PC 革命剛剛開始。那時候，革命性的 Windows 95 顯然還未上市，奔騰處理器甚至還沒宣布。

所以，這一切都是在 PC 革命之前。顯然，微處理器將會非常重要。我們想，為什么不創立一家公司，來解決普通計算機無法解決的問題呢？這就成了公司的使命——制造一種類型的計算機，解決普通計算機無法解決的問題。直到今天，我們依然專注于此。如果你看看我們因此而開拓的市場，你會發現，像計算藥物設計、天氣模擬、材料設計等問題，都是我們非常自豪的成就。

And so, and I did that very well and so anyways, we got together and we just, and then was during the microprocessor revolution, this is 19 ninetythree and 19 ninetytwo when we’re getting together, the PC revolution was just getting going. You know, that Windows 95 obviously, which is the revolutionary version of Windows, didn’t even come to the market yet, and Pentium wasn’t even announced yet. And so it’s, and this is, this is all before the right before the PC revolution. And it was, it was pretty clear that that, the microprocessor was going to be very important. And we thought, you know, why don’t we build a company to go to solve problems that a normal computer that is powered by general purpose computing can’t. And so that, that became the company’s mission, to go to go build a computer, the type of computers and solve problems that normal computers can. And to this day, we’re focused on that. And if you look at all the problems that, that in the markets that we opened up as a result, it’s, you know, things like computational drug design, weather simulation, materials design, these are all things that we’re really, really proud of.

老黃：

機器人技術、自動駕駛汽車、我們所說的人工智能軟件。我們推動了技術的發展，使得計算成本幾乎降至零，這開啟了一種全新的軟件開發方式，即由計算機自己編寫軟件。

Robotics, self driving cars, autonomous, autonomous, software we call artificial intelligence. And then all, you know, of course, we, we drove the, the technology so hard, that, that eventually the computational cost, went to approximately 0 and then enabled enable the whole new way of developing software where the computer wrote the software itself.

老黃：

你沒聽錯，就是人工智能，從那時候開始，我們上路了。

Artificial intelligence is, we know it. And so, so I, that, that was, that was it, that was the journey.

主持人：

對！

Yeah.

老黃：

后面的大家也都看到了??

thank you all for coming.

主持人：

是的，這些東西現在充滿了我們的生活。

讓我們回頭看，在當時，LSI Logic的CEO說服了他最大的投資者Don Valentine與您見面。顯然，他是Sequoia的創始人。

很多的創始人都在預測和創造未來，在這個過程中，您是如何說服硅谷 VC 大佬們去押注一個初創團隊，真金白銀地支持一個面向未來的產品呢？

Well, these applications are on all of our minds today. We’re back. Then the CEO of LSI Logic convinced his biggest investor Don Valentine to meet with you. He is obviously the founder of Sequoia. Now I can see a lot of founders here edging forward in anticipation, but how did you convince the most sought after investor in Silicon Valley to invest in a team of first time founders building a new product for a market that doesn’t even exist?

老黃：

在最一開始，我不知道如何寫商業計劃，所以我去了一家書店，那時還有書店??????

在商業書籍區，有一本書是我認識的一個人戈登·貝爾寫的，書名叫做如何撰寫商業計劃。這本書非常厚，看起來像是為某個小眾市場寫的。我買了這本書。

I didn’t know how to write a business plan and, so I went to a, went to a bookstore and back then there were bookstores and, in the business book section, there was this book and it was written by somebody I knew, Gordon Bell and this book, I should go find it again, but it’s a very large book and the book says how to write a business plan and that was, you know, a highly specific title for a very niche market. And it seems like he wrote it for like, you know, people. And that was one of them. And so I bought the book.

老黃：

那其實不是個好主意，畢竟 Gordon 非常聰明。聰明人往往話多，而我幾乎可以肯定，Gordon 想要教我如何全面地編寫商業計劃。

因此，我買下了一本厚達 450 頁的書。但我根本就沒看完，連近都沒近。我隨意翻了幾頁，便想：等我把這本書看完，我可能就要破產了。那時，我和 Laurie 在銀行的存款只夠維持六個月，加上我們得照顧 Spencer、Madison 和一條狗。

所以，我們五口之家得依靠那點存款生活。我真的沒有太多時間可以浪費。

I should have known right away that that was a bad idea because, you know, you know, Gordon is super, super smart and super smart. People have a lot to say and they want to, you know I’m pretty sure Gordon wants to teach me how to write a business plan completely. And so I picked up this book is like 450 pages long. Well, I never got through it, not even close. I flipped through it a few pages and I go, you know what, by the time I’m done reading this thing I’ll be out of business. I’ll be out of money and Laurie and I only had about 6 months, in the bank and we had already Spencer Madison and, and a dog. And so the five of us had to live off of, you know, whatever money we had in the bank. And so I didn’t have much time.

老黃：

于是，我決定不寫商業計劃，轉而直接找柯里根談話。他有一次打來電話說：“嘿，你離開了公司，卻連要干什么都沒跟我說。我希望你能回來向我解釋一下?！庇谑俏揖突厝ジ敿毥忉屃艘槐?，可他最后卻說：“我完全聽不懂你在說什么。這得是我聽過的最糟糕的電梯演講了?！?/p>

接著，他就給 Don Valentine 打了個電話，告訴他：“我要送個小伙子過去，我想你應該給他投資。他是 LSI Logic 有史以來最出色的員工之一?！?/p>

And so instead of writing the business plan, I just went to talk to wealth Corrigan, he turned, he called me one day and said, hey, you know, you left the company. You didn’t even tell me what you were doing. I want you to come back and explain it to me. And so I went back and I explained to wealth and Wolf Wolf, at the end of it, he said, I have no idea what you said. And, that’s one of the worst elevator pitches I’ve ever heard. And then he picked up the phone and he called Don Valentine and he called Don and he says Don, I want you to get I’m going to send a kid over. I want you to give money. He’s one of the best employees LSI logic ever had ever had and.

老黃

這件事教給我的是，可能你能侃侃而談，甚至可能搞砸一次面試，但你的過去是無法逃避的。因此，擁有一個值得驕傲的過去是多么重要啊。

我之前說我是個優秀的洗碗工，這可不是開玩笑的。

So the thing I learned is, is you can make up a great interview. You could even have a bad interview, but you can’t run away from your past. And so have a good past, you know, try to have a good past and in a lot of ways, I was serious when I said I was a good dishwasher.

老黃：

我很可能是 Denny’s 最棒的洗碗工。我工作有計劃，條理清晰，洗碗洗得干干凈凈。后來，他們還把我提升為了收銀員。我敢說，我是 Denny’s 有史以來最好的收銀員。我從來不空手來空手去，效率極高。最終，我成了 CEO，我還在努力做一個優秀的 CEO

I was probably Denny’s best dishwasher. I planned my work, I was organized, you know, I was misson plus, and then I washed the living daylights out of the dish dishes and then, and then, you know, they promoted me to bus boy. I was certain I’m the best bus boy Denny’s ever had, you know, I was. I never left the station with empty handed. I never came back empty handed. I was very efficient and then they, and so anyways, eventually I became, you know, AC EO I’m working I’m still working on being being a good CEO, but .

主持人：

要成為行業最佳，你需要從其他 89 家后來獲得資金做相同事情的公司中脫穎而出。然后，當你發現還有 69 個月的資金時，你意識到最初的愿景根本行不通。

面對這種極不利的情況，你是如何決定接下來該怎么做以挽救公司的呢？

you talk about being the best you needed to be the best among 89 other companies that were funded after you to build the same thing. And then with 69 months of runway left, you realize that the initial vision was just not gonna work. How did you decide what to do next to save the company when the cards were so stacked against you?

老黃：

我們創建了一家專注于加速計算的家公司。

但問題是，它的用途在哪里？有沒有什么殺手級應用？這成了我們做出的第一個重大決策。

Well, we started, this company called for accelerated computing and the question is, what’s it for? What’s the killer app? And that was that, that came our first great decision.

老黃：

紅杉資本投資我們的第一個重大決定是，第一個殺手級應用將是 3D 圖形。技術會是 3D 圖形，應用領域則是當時的視頻游戲。當時制作 3D 圖形幾乎是不可能的。

當時的圖像生成器來自硅谷圖形公司，價值百萬美元。而視頻游戲市場價值為零。因此，你擁有了這項難以商品化和商業化的令人難以置信的技術，而市場卻是空白。這個交集正是我們公司成立的基礎。

And this is what Sequoia funded, the first great decision was the first killer app was going to be 3D graphics and the technology was going to be 3D graphics and the application was going to be video games at the time D graphics was impossible to make cheap. It was million dollar image generators from silicon graphic graphics and the video. And so it was a million dollars and it’s hard to make cheap. And the video game game market was $0 billion. So you have this incredible technology that’s hard to commoditize and commercialize. And then you have this market that doesn’t exist. That was, that intersection was the founding of our company.

老黃：

我還記得唐在我的陳述結束時對我說的話。他當時有點……他說的那些話，那時很有道理，現在仍然適用。

他說，創業公司不應該投資于創業公司，或者說，不應該與其他創業公司合作。他的意思是，要使英偉達成功，我們需要另一家創業公司也能成功。那家創業公司就是 EA。在我離開時，他提醒我，EA 的首席技術官只有 14 歲，還需要他媽媽開車送他去上班。

他只是想提醒我，我的賭注就放在他們身上。之后，他還說，如果你虧了我的錢，我會找你算賬。這就是我對那次初次會面的記憶。

And I still remember when, when Don at the end of my presentation, you know Don was still kind of, he said, you know, and one of the things he said to me, which made a lot of sense back then, it’s makes a lot of sense today. He says startups don’t invest in startups or startups don’t partner with startups. And his point is that in order for Nvidia to succeed, we needed another startup to succeed. And that other startup was Electronic Arts. And then on the way out, he reminded me that Electronic Arts is CTO, is 14 years old and had to be driven to work by his mom. And he just wanted to remind me that that’s who I’m relying on, that, that. And then, and, and then after that he said, if you lose my money I’ll kill you. And that that was, that was kind of my memories of that first meeting.

老黃：

盡管如此，我們創造了某些東西，然后在接下來的幾年里，我們開創了市場，為個人電腦創造了游戲市場。

這個過程需要很長時間。我們今天仍在進行這項工作。我們意識到，不僅要創造技術，發明一種新的計算機圖形處理方式，讓曾經價值百萬美元的東西現在只需三四百美元就能買到，還必須開拓這個全新的市場。因此，我們既要創造技術，也要創造市場。

公司創造技術和市場的理念幾乎定義了今天的英偉達，我們幾乎所做的一切都是為了創造技術和市場。這就是人們為什么說我們擁有一種生態系統的原因。但歸根結底，情況就是這樣。

But nonetheless, we created, we created something, we went on, the next several years to go create the market, to create the gaming market for Pcs. And it took a long time to do so. We’re still doing it today. We realized that not only do you have to create the technology and, invent a new way of doing computer graphics so that what was a million dollars is now, you know, 3, 400, $500, that fits in a computer and you have to go create this new market. So we have to create technology, create markets. The idea that a company would create technology, create markets defines a video today, almost everything we do, we create technology, we create markets. That’s the reason why people say we have a, you know, people call it a stack and ecosystem, words like that. But that’s basically it at the core.

老黃：

30 年前，英偉達意識到，為了讓人們能夠購買我們的產品，我們必須創造出使之成為可能的條件，因此我們必須發明這個全新的市場。

這就是我們為什么在自動駕駛領域處于領先地位的原因。這也是我們為什么在深度學習領域早早布局的原因。這就是為什么我們幾乎在所有這些領域，包括計算藥物設計和發現等，都處于領先地位的原因——我們試圖在創造技術的同時創造市場。

For 30 years when Nvidia realized we had to do is in order to, create the conditions by which somebody could buy our products, we had to go invent this new market. And it’s the reason why we’re early in autonomous driving. It was the reason why we’re early in deep learning. It was the reason why we’re early in just about all these things, including computational drug, discuss drug design and discovery, all the different areas we’re trying to create the market while we’re creating the technology. And so that that’s, okay.

老黃：

然后我們就開始了。

當時有一件事情，微軟推出了一個名為 Direct 3D 的標準，這引發了數百家公司的誕生。

And then we got, we got going and then, and then, Microsoft introduced, a standard called Direct 3D and that spawned off hundreds of companies.

老黃：

幾年后，我們發現自己幾乎與所有人競爭。我們所發明的，公司所發明的技術，將 3D 圖形消費化了，但與 Direct 3D 不兼容。

因此，我們創立了這家公司，擁有這項 3D 圖形技術，原本價值百萬美元，我們試圖讓它變得更易于消費。

因此，我們發明了所有這些技術，然后不久之后就變得不兼容了。

And we found ourselves a couple of years later competing with just about everybody. And the thing that that we invented, the company, that technology we invented, d graphics consumerized 3D with turns out to be incompatible with direct 3D, So we started this company, we had this 3D graphics thing, we million dollar thing, we’re trying to make it consumerized. And so we invented all this technology and then shortly after it became incompatible.

老黃：

因此，我們不得不重新規劃公司，否則就只能倒閉。但我們不知道該怎么做，不知道如何按照微軟定義的方式來構建它。

我記得有個周末的會議，我們討論說：“我們現在有 89 個競爭對手。我明白我們的做法不對，但我們不知道正確的做法是什么?！?/p>

幸運的是，還有另一家書店，那就是 Fry’s Electronics。

And so we had to reset the company or go out of business, but we didn’t know how to, we didn’t know how to build it the way that Microsoft had defined it And, and I remember, I remember a meeting at, at, you know, on the weekend and the conversation was, you know, we now have 89 competitors. I understand that the way we do it is not, not right, but we don’t know how to do it the right way and, thankfully there was another bookstore and, and the bookstore is called fries, fries, electronics.

老黃：

我不確定它現在還在不在。所以我開車帶著女兒 Madison 去了 Fry’s，正好在那里找到了 OpenGL 手冊，這本手冊定義了硅圖形公司的計算機圖形處理方式。

I don’t think I don’t know if it’s still here. And so I had, I had, I had, I think I drove Madison, my daughter on a weekend to fries and it was sitting right there, the open GL manual, which would define how Silicon Graphics did computer graphics.

老黃：

每本書大約 68 美元。我帶了幾百美元過去，買了三本書。

我拿著這些書回到辦公室，告訴大家：“我找到了我們的未來?！蔽曳职l了這三本書，每本書中都有一個漂亮的中央展開頁。那個中央展開頁就是 OpenGL 管線，也就是計算機圖形管線。我將這些書交給了和我一起創立公司的天才們。我們實現了 OpenGL 管線，做得比任何人都要好。

我們創造了世界前所未見的東西。

And so it was, it was right there was like $68 a book. And so I had a couple hundred dollars. I bought three books. I took it back to the office and I said, guys, I found it our future. And I handed out, I have three versions of it handed out, had a big nice cent centerfold. You know, the centerfold is the open GL pipeline, which is the computer graphics pipeline. And I and I handed it to the same geniuses that I founded the company with. And we implemented the open GL pipeline like nobody had ever implemented the open GL pipeline. And we built something the world never seen.

老黃：

那一刻，我們公司學到了很多東西，這給了我們極大的信心??

And so a lot of lessons are right there that moment in time for our company, gave us so much confidence.

老黃：

這證明了，即使你對某件事一無所知，你也可以成功做某事，開創未來。這已經成為我現在看待所有事物的態度。

當有人告訴我關于某件我從未聽說過的事情，或者即使我聽說過，也完全不了解它是怎么運作的，我的第一反應總是：“這有多難？”可能只是需要閱讀一本教科書而已。你可能只是差一篇舊論文就能解決問題。因此，我花了很多時間閱讀舊論文，并且，這確實非常有用。

當然，你不能簡單地學習別人是如何做某事的，然后期望通過照搬來獲得不同的結果。但你可以了解某事是如何被完成的，然后回到最基本的原理上，問自己：考慮到今天的條件，我的動機，工具和設備以及事物的變化，我會如何重新做這件事？

And the reason for that is you can succeed in doing something, inventing a future, even if you were not informed about it at all. And it’s kind of my attitude about everything now, you know, when somebody tells me about something and I’ve never heard of it before, or if I’ve heard of it, never don’t understand how it works at all. My first thought is always, you know, how hard can it be? And it’s probably just a textbook away. You know, you have probably one archived paper away from figuring this out. And so I spent a lot of time reading archive papers and, and it’s true, it’s true you can, you can now, of course you can’t learn how somebody else does something and do it exactly the same way and hope to have a different outcome, but you could learn how something can be done and then go back to first principles and ask yourself, giving the conditions today, given my motivation, given the instruments, the tools, given, you know, how things have changed, how would I redo this?

老黃：

我會如何重新發明整個過程？我會如何設計它？如果我今天要建造一輛汽車，我會怎么做？我會按照 1950 年代和 19 世紀的方式一步步建造嗎？如果我今天要建造一臺計算機，我會怎么做？我會如何編寫軟件？這完全沒有意義。

因此，我總是回到最基本的原理，即使是在公司內部，也是重新設定我們自己，因為世界已經改變了。我們過去編寫軟件的方式已經過時了，它是為超級計算機設計的，但現在它是分散的，等等。

How would I reinvent this whole thing? How would I design it? How would I build a car today? Would I build it incrementally from 1950s and 19 hundreds? How would I build a computer today? How would I write software today? Doesn’t make sense. And so I go back to first principles all the time, even in the company today and just reset ourselves, you know, because the world has changed. And, the way we wrote software in the past was malelithic and it’s designed for supercomputers, but now it’s disaggregated just, you know, so on and so forth.

老黃：

看待軟件、計算機、甚至你的公司的方式都應當始終回歸到最基本的原理。這樣做會創造出大量的機會。

And now how we think about software today, how we think about computers today, how we think just always cause your company, always cause yourself to go back to first first principles. And it creates lots and lots of opportunities.

主持人：

技術真是顛覆性的。

一路上動力十足，收入增長了好幾倍。但就在成功的高峰期，你決定稍微調整方向。這個轉變的契機是一次視頻通話，你和一位化學教授交流。

能跟我們分享一下那次通話的內容，以及你是如何從聽到的信息中找到靈感，最終實現轉變的嗎？

The way you applied this technology turns to be revolutionary. You get all the momentum that you need to IPO and then some more because you grow your revenue x in the next years. But in the middle of all of this success, you decide to pivot a little bit. The focus of innovation happening it in video based on a phone call you have with this chemistry professor. Can you tell us about that phone call and how you connected the dots from what you heard to where you went.

老黃：

回想起來，在公司的早期，我們正在嘗試開拓一條全新的計算道路。

起初，我們只是把計算機圖形作為一個起點，但我們很快意識到，潛力遠不止于此。從圖像處理到粒子物理，再到流體動力學，一系列讓人興奮的領域接踵而至。為了能夠支持這些領域的復雜算法，我們讓我們的處理器變得更加靈活，更易于編程。

接著，某天我們取得了一項重大發明，就像是給計算世界帶來了可編程的“剃須刀”，這讓各種形式的成像和計算機圖形處理都能通過編程來實現。這真是一個巨大的飛躍。從那時起，我們就站在了一個全新的起點上。

I remember at the core, the company was pioneering a new way of doing computing. Computer graphics was the first application, but we already always knew that there would be other applications. And so image processing came, particle physics came, fluids came, so on and so forth, all kinds of interesting things that we wanted to do. We made the processor more programmable so that we could express more algorithms, if you will. And then one day we invented, programmable shavers, which made all forms of imaging and computer graphics programmable. That was a great breakthrough. So we invented that fork.

老黃：

大概在 2003 年左右，我們開發出了一種名為 CG 的技術，它專門為 GPU 設計，比 CUDA 早了三年。這個技術的創造者，也正是那位寫下了挽救公司命運的教科書的馬克·基爾加德。

我們不僅編寫了關于它的手冊，還開始教育人們如何使用它，開發了各種工具。很多斯坦福的研究生都開始用它做研究，很多后來加入英偉達成為工程師的人也是從這里開始的。

有一次，麻省總醫院的一對醫生用它來進行 CT 重建，那次經歷讓我們更有信心，更堅信我們走的路是對的。

On top of that, we invented, we tried to ex, look for ways to express, more com, more sophisticated algorithms, that could be computation that could be computed on our processor, which is very different than ACP, and so we created this thing called CG, and so I think was 2003 or so C for Gpus, it predated kuda by about 3 years, the same person who wrote the textbook that saved the company mark kilgard wrote that textbook and, I, and so CG was, was super cool, we wrote textbooks about it, We started teaching people how to use it, we developed tools and such, and then several, several researchers discovered it, many of the researchers here, students here at Stanford was using it, many of the engineers that that then became engineers and Nvidia, we’re we’re playing with it, a doctor a couple of doctors at at mass general picked it up and used it for, CT reconstruction. So I flew out and saw them and said, you know, what are you guys doing with this thing and, they told me about that and then, and then AAA computational a quantum chemist, used it to, express his, his algorithms and so I realized that that there’s, there’s some evidence that people might want to use this. And it gave, it gave us, gave us, you know, incrementally more. More confidence that that we ought to go do this, that that this field, this form of computing could solve problems that normal computers really can. And, reinforced our belief and kept us going.

主持人：

聽起來，你似乎特別喜歡迎接新事物帶來的驚喜。這種心態好像已經成為你在英偉達領導層的一部分了。

你總能在技術變革還遠未到來時就做出投資，到時候技術成熟時，你就像穿著黑皮夾克的你一樣，恰好站在那里，等著它落入懷抱。

Every time you heard something new, you really savored that surprise. And that seems to be a theme throughout your leadership at Nvidia. It feels like you make these bets so far in advance of technology inflections that when the apple finally falls from the tree, you’re standing right there in your black leather jacket waiting to catch it noise.

老黃：

感覺上總是像是最后一刻撲救一樣，是吧？確實，有點像是那樣。

但其實，這一切都建立在我們的核心信念之上。我們深信，我們能創造出能解決真正問題的計算機。

How do you find the canal always seems like a diving catch? Oh, it does seem like a diving catch. You do things based on core beliefs. You know, we are, we deeply believe that, that we, we could peanut create a computer that solves problems.

老黃：

通用的處理方法有其局限性。CPU 能做的事情有限，通用計算也是如此。

但是，還有很多有趣的問題等著我們去解決。挑戰在于，這些問題不僅需要吸引人，還得能形成有吸引力的市場。

因為如果它們不能形成有吸引力的市場，那我們的努力就難以為繼。英偉達花了大約十年的時間投入到這個未來的愿景中，盡管那時候市場幾乎是空白。那時，唯一真正存在的市場是計算機圖形學。而今天推動英偉達發展的市場，當時根本就不存在。

Normal processing can do that. There are limits to what a CPU can do. There are limits to what general purpose computing can do. And then there are interesting problems, that we can go solve. The question, the question is always, are those inc interesting problems only or they can, they also be interesting markets? Because if they’re not interesting markets, it’s not sustainable. And Nvidia went through about a decade where we were investing in this future and the markets didn’t exist. There was only one market at the time was computer ground for 1015 years. The markets that fuels Nvidia today just didn’t exist.

老黃：

那在這種情況下，你是怎么繼續前進的呢？

你身邊有這么多人——我們的公司、管理團隊、所有杰出的工程師，還有你的股東、董事會、所有的合作伙伴。你帶著他們一起前進，即便面對的市場挑戰重重。

你知道技術有解決問題的能力，你的研究論文都證明了這一點，這很吸引人，但你仍舊在尋找那個市場。即使在市場形成之前，你也需要一些能預示未來成功的早期跡象。

And so, so how do you continue, with all of the people around you know, our company and, you know, and vida’s management team and all of the amazing engineers that they’re creating this future with me, all of your shareholders, your board of directors, all your partners, you’re, you’re taking everybody with you and there’s no evidence of a market that is really, really challenging, you know, the fact that the technology can solve problems and the fact that you have research papers that that are used that there are made possible because of it are interesting, but you’re always looking for that market, but nonetheless before a market exists, you still need early indicators of future success.

老黃：

我們公司有個說法，叫做“關鍵績效指標”（KPI）。

但實話說，我覺得 KPI 有時候挺難理解的。你其實需要的是那些能預示未來積極成果的早期跡象，而且越早越好。因為你需要的是那些能證明你正走在正確道路上的早期跡象。

所以我們有個說法，叫做“早期成功指標”。

You know, we have this phrase in the company, you know, there’s a phrase called key performance indicators. Unfortunately kpis are are hard to understand. I find KPI is hard to understand what’s a good KPI, you know, a lot of people, you know, when when we look for KPI go gross margins, that’s not a KPI As a result, you know, you’re looking for something that’s an early indicators of future positive results, okay, and as early as possible. And the reason for that is because you want early Indic that early sign that you’re going in the right direction. And so we have this phrase is called EOI FSS FS, you know, early indicators eio of this, early indicators of future success.

老黃：

這個概念對大家都很有幫助，因為我一直在用它給大家帶來希望，就像說，“嘿，看，我們解決了這個問題，我們解決了那個問題?！彪m然市場還沒形成，但有些重要的問題需要解決，這正是公司存在的使命。我們追求的是可持續性，因此最終市場是必需的。

但同時，你得能把取得的成果和正在做正確事情的證據區分開。這就是如何解決向著遙遠的未來前進的問題，要盡早確定方向，并堅持到底。

And it helps people because I was using it all the time to give the company hope that, hey, look, we solve this problem. We solve that problem, we saw this problem. The markets didn’t exist, but there were important problems and that’s what the company’s about just solve these problems. We want to be sustainable. And therefore the markets have to exist at some point. But you want, you want to decouple the result from, from evidence that you’re doing the right thing, okay? And so, so that’s how you, that’s how you kind of solve this problem of investing into something that’s very, very far away. And having the conviction, to stay on the road is defined as early as possible.

老黃：

我們總是會從信念開始的，并堅持不動搖。同時，我會一直留心那些顯示我們正走在成功路上的小跡象。

The indicators that you’re doing the right things. And so, start with a core belief. Unless something, you know, changes your mind, you continue to believe in and, I’ll look for early in case of future success.

主持人：

一些早期指標是什么？

What are some of those early indicators that have been used by product teams at Nvidia?

老黃：

有各種各樣的。在我接觸到一篇關于深度學習的論文之前，我就遇到了一些研究人員，他們當時需要我們的幫助來做深度學習的研究。

The all kinds. I saw, I saw, I saw a paper, long before I saw the paper, I met some people that needed my help on, on, on this thing called deep learning at a time.

老黃：

我當時甚至還不太懂深度學習是什么。

他們需要我們創建一種專門的語言，這樣他們的所有算法都能輕松地在我們的處理器上運行。我們就發明了這種技術，它基本上是為存儲計算和神經網絡計算而設計的。我們為此創建了一種新語言，可以看作是深度學習的 OpenGL。他們需要這個，這樣他們才能把他們的數學公式實現在我們的平臺上。

他們可能不懂 CUDA，但他們懂他們的深度學習。因此，我們就為他們打造了這個橋梁。

I didn’t even know what deep learning was. And, and they needed us to create a domain specific language so that, all of their algorithms could be expressed easily on our, on our processors. And we created this thing called, and it’s essentially the sequel, sequels in storage computing. This is, neural network computing. And, we created a L, a language, if you will, domain specific language for that, you know, kind of like the open GL of, of, deep learning. And so we, they needed us to do that so that they could express their mathematics. And, they didn’t understand kuda, but they understood their deep learning. And so we created this thing in the middle for them.

老黃

我們為什么要這么做呢？

因為，即使沒有任何經濟利益，我是說，這些研究人員根本就沒有預算。

這正體現了我們公司的一大優勢，那就是愿意去做一些事情，哪怕從財務上看完全沒有回報，甚至回報遙遙無期，只要我們相信它。

And the reason why we did it was because, even though there were 0, I mean, this, you know, these researchers had no money. And this is kind of one of the great skills of our company that, that you’re willing to do something even though the financial returns are completely nonexistent or maybe very, very far out, even if you believed in it.

老黃

我們自問，這項工作值得去做嗎？它能否推進某個重要科學領域的發展？

注意，這是我一直以來的討論重點。我們的動力來自工作的意義，而不是市場的大小，因為工作的意義是未來市場的早期指標。

沒有人需要寫商業計劃，也不用向我展示利潤表或者財務預測。關鍵的問題是，這項工作重要嗎？如果我們不做，別人會做嗎？如果我們不采取行動，事情會發生嗎？這其實給了我巨大的快樂。

We ask ourselves, you know, is this worthy work to do? Does this advance a field of science somewhere that matters? Notice this is something that I I’ve been talking about, you know, since the very beginning of time. We find inspiration, not from the size of a market from, but from the importance of the work because the importance of the work is the early indicators of a future market and nobody has to write a, nobody has to do a business case on it. Nobody has to show me a, AP and L, nobody has to show me a financial forecast. The only question is, is this important work? And if we didn’t do it, would it happen without us now if we didn’t do something and something could happen without us, it gives me tremendous joy, actually.

老黃：

為什么呢？因為你能想象，即使你什么都不做，世界還是變得更好了嗎？

And the reason for that is, could you imagine the world got better? You didn’t have to lift a finger.

老黃：

這就是最高級的懶惰。從某種意義上說，這是我們應該追求的。

原因很簡單，你希望公司能在別人也能做的事情上變得“懶惰”。如果別人能做，那就讓他們去做吧。我們應該去做那些如果我們不做，世界就會有所不同的事。你必須說服自己，如果你不去做，那件事就不會發生。這就是關鍵所在。這種工作往往既艱難又充滿影響力，非常重要。

這樣，你就會感到自己的工作充滿了目的和意義。

That’s the definition of, you know, of ultimate laziness and in a lot of ways, in a lot of ways, you want that habit. And the reason for that is this, you want the company to be lazy about doing things that other people always do can do. If somebody else can do it, let them do it. We should go select the things that if we didn’t do it, the world, the world would fall apart. You have to convince yourself of that, that if I don’t do this, it won’t get done. That is in. And that work is hard and that work is impactful and important. Then it gives you a sense of purpose, doesn’t make sense.

老黃：

我們公司一直在尋找這樣的項目，深度學習只是其中之一。而其成功的一個早期跡象就是，你知道，那只模糊的貓——是安德魯發現的，然后是 Alex Kirchevski 發現了貓。

不是每次都成功，但成功得足夠多，讓我們看到了希望。然后我們開始思考深度學習的結構——我們是計算機科學家，我們懂得事情是如何運作的。因此，我們說服自己，這可能會改變一切。這就是一個例子。

And so our company has been selecting these projects, deep learning was just one of them and the first indicator of, of the success of that was this, you know, fuzzy cat that, that Andrew and came up with and, then, Alex, kirchev ski, detected cats. You know, not all the time, but, you know, successfully enough that it was, you know, this might take us somewhere. And then we reasoned about the structure of deep learning and, you know, or computer scientists and we understand how things work and so we, we convinced ourselves this could change everything and, and anyhow that, but that’s an, that’s an example.

主持人：

你在領導公司經歷過一些挑戰時期，比如金融危機時市值蒸發了80%，那時候華爾街對你們在機器學習上的投資持懷疑態度。在那樣的時刻，你是怎樣帶領公司，讓團隊保持士氣和動力的？

So these selections that you’ve made, they’ve paid huge dividends, both literally and figuratively, but you’ve had to steer the company through some very challenging times, like when it lost 80% of its market cap amid the financial crisis cause what Wall Street didn’t believe in your bet on ML, in times like these, how do you steer the company and keep the employees motivated at the task it hand?

老黃：

那時候，我的反應和你今天早上問我這周怎么樣時一樣。我的心跳都沒變，這周、上周或是前幾周都一樣。

It’s this is that my reaction during that time is the same reaction I had about this week earlier today you asked me about this week. My pulse was exactly the same, this week is no different than last week or the week before that.

老黃：

我明白，股價下跌80%挺尷尬的。

你可能只想穿個“不怪我”的T恤，但更重要的是，你甚至不想離開床，不想出門。這些感覺都很真實。但然后，你就回到工作中，像往常一樣起床，安排我的一天，思考最重要的事情是什么，一項項檢查。有時候，提醒自己家人還愛我也挺有用的。所以你就這樣過，回歸基本，繼續工作，讓每次對話都回到核心，讓公司專注于核心。

I, and so the opposite of that, you know, when you drop 80%, don’t get me wrong, when, when your share price drops 80%, it’s a little embarrassing, okay? And, you just wanna, you just want to wear a T shirt that says, wasn’t my fault, but even more than that, you just, you just don’t want it. You don’t, you don’t want to get out of your bed, you don’t want to leave the house. All of that is true, all of that is true, but then you go back to go back to just doing your job, woke up at the same time, prioritize my day in the same way I go back to, what do I believe you got a gut check, always got check back to the court, you know, what do you believe? What are the most important things? And, just check them off, you know, sometimes, sometimes it’s helpful that, yeah, family loves me, okay, check, you know, double cheer, right? And so you just gotta check it off and you go back to your court, and then go back to work and then every conversations go back to the core, keep the company focused back on the core.

老黃：

你還相信自己的方向嗎？股價變了，但物理定律變了嗎？我們的假設、我們的信念導致了我們的決策。這些基礎有變嗎？如果有變，你得改變一切。但如果沒有，那就堅持下去。就這么簡單。

Do you believe in it? Did something change the stock price change, but did something else change the physics change the gravity change, change? Did all of the things that we assumed, that we believed that led to our decision? Did any of those things change because of those things change? You got to change everything, but if none of those things change, you change nothing, keep on going, ya, that’s how you do it .

主持人：

聽說在那段時間，你盡量避免公眾亮相？

in that speaking with your employees, they say that you try to avoid the public. In speaking with your employees, they’ve said that your leadership.

老黃：

是的，現在我管理得還行。領導者必須要出現在大家面前，可那部分確實挺難的。

including the employees. I’m just good now le leaders have to be seen. Unfortunately, that’s the hard, that’s the hard part.

老黃：

我上大學時才16歲，那時候學的是電氣工程，而且我有點內向。我不太喜歡公開演講。雖然我很高興來到這里，但公開演講對我來說并不自然。所以，當局勢艱難時，站在最在乎的人面前特別不容易。

想象一下，公司大會上，我們的股價下跌了，而我作為CEO的任務就是站出來，面對大家，給出解釋。

You know, I was, I was, I was at I was, I was an electrical engineering student and I was quite young when I went to school. When I went to, went to college, I was, I was still 16 years old. And so I was, I was young when I did everything. And so I was a bit of an introvert. I’m kind of, you know I’m shy, I don’t enjoy public speaking. I’m delighted to be here. I’m not suggesting, but, but it’s not something that I do naturally and, and so, so when, when things are challenging, it’s not easy to be in front of precisely the people that you care most about, you know? And the reason for that is because could you imagine a company meeting, which is our stock prices drop by And the most important thing I have to do as the CEO is this, to come and face you explain, explain it.

老黃：

有時候你不確定發生了什么，不知道會持續多久，會有多糟。但你還是得出面解釋。面對所有人，你知道他們在想什么。有人可能認為我們注定失敗，有人可能覺得你是個傻瓜，還有人可能在想別的。

你知道他們在想這些，但你還得站出來，面對這一切，做那些艱難的工作。

And partly you’re not sure why partly. You’re not sure how long, how bad. You just don’t know these things and, but you still gotta explain it. Face, face, face all these people and you know what they’re thinking, you know, you know, some of more probably thinking were doomed. Some people are probably thinking you’re an idiot and some people are probably thinking, you know, something else. And so there are a lot of things that people are thinking and you know that they’re thinking those things and, but you still have to get in front of them and deal, you know, do the hard work.

主持人：

考慮到這些情況，但在這樣的困難時刻，你的領導團隊沒有一個人離開，實際上，他們都非常難以替代。

Maybe thinking of those things, but yet not a single person of your leadership team team left during times like this and in fact, unemployable.

老黃：

這就是我一直在強調的。我只不過是個小角色，而我周圍全是天才。

我們的技術管理深度是世界上最為深厚的。不論是商務、營銷、銷售，還有那些令人敬畏的工程師團隊，以及我的研發團隊，他們都是卓越的。

That’s what I keep reminding them. I’m just kid. I’m surrounded by geniuses. I’m surrounded by geniuses. Yeah, other geniuses, unbelievable, nvidia is well known to have singularly the best management team on the planet. This is the deepest technology management team the world’s ever seen. I’m surrounded by a whole bunch of them and they’re just genius. Business teams, marketing team, sales, sales teams, just incredible engineering teams. My research teams, teams, unbelievable. Yeah.

主持人：

你的員工們說你的領導風格非常親力親為。

你直接管理著 50 人，鼓勵組織內的每個人向你反饋他們心中的前五件事，并且你經常提醒大家，沒有任何任務是低人一等的。

你能分享一下你為什么要特意打造這樣一個扁平化的組織結構嗎？在設計未來組織時，我們應該如何思考？

Your employees say that your leadership style is very engaged. You have 50 direct reports, you encourage people across all parts of the organization to send you the top five things on their mind and you constantly remind people that no task is beneath you. Can you tell us why you’ve purposefully designed such a flat organization? And how should we be thinking about our organizations that we design in the future?

老黃：

沒我始終相信，沒有任何任務是低微的。記住，我也是從洗碗工開始的，清潔過的廁所比大家加起來都多。

No task is, is to me, no task is beneath me because remember, I used to be a dishwasher and I, and I mean that and I used to clean toilets. I mean, you know, I cleaned a lot of toilets. I’ve cleaned more toilets and all of you combined and some of them just can UNC.

老黃：

所以，對我來說，沒有太低微的任務?，F在雖然我不親自執行這些任務，但并不是因為它們太微不足道。

I don’t know. Like, I don’t know what to tell you. You know, that’s life. And so, so you can’t show me and you can’t show me a task of that is that’s beneath me. Now I’m not doing it. I’m not doing it, only because, because of, you know, whether it’s beneath me or not beneath me.

老黃

我愿意傾聽你的想法，如果我能提供幫助，我會盡力而為。在審查過程中，我會與你分享我的推理過程，讓你看到我是如何分析問題的。

這樣，我就能對你有所貢獻，幫助你理解我的思考方式。

If you send me something and you want my input on it and I can be of service to you and in my, in my review of it, share with you how I reason through it. I’ve made a contribution to you. I’ve made I’ve made it possible for you to see how I reason through something and by reasoning, as you know, how someone reasons through something empowers you.

老黃：

哦，看，這就是你如何處理這種問題的。沒那么復雜。這就是你如何應對模糊不清的情況，如何應對難以計算的問題，如何面對看似可怕的情況。所以我經常向人們展示，如何理性分析，如何戰略規劃，如何預測，如何分解問題。這樣，你就賦予了人們無限的力量。

Oh my gosh, that’s how you reason through something like this. It’s not as complicated as it seems. This is how you reason through something that’s super ambiguous. This is how you reason through something that’s incalculable. This is how you reason through something that you know seems to be very scary. This is how you’ve seen, do you understand? And so I show people how to reason through things all the time, strategy things, things, you know, how to forecast something, how to break a problem down, and you’re just, you’re empowering people all over the place. And so that’s how I see it.

老黃：

你給我東西讓我幫著看看，我會盡力幫忙，并向你展示我的處理方式。

在這個過程中，我當然也從你那里學到了很多。你提供的信息讓我受益匪淺，我覺得這個過程非常有價值。

If you send me something, you want me to help review it, I’ll do my best and I’ll show you how I would do it. In the process of doing that, of course I learned a lot from you. Is that right? You gave me a seed of a lot of information, I learned a lot and so I feel rewarded by the process.

老黃

處理這些事情確實非常耗費精力，因為你得為那些本來就非常聰明的人創造價值。我周圍全是聰明人，你至少得理解他們的思考方式，這真的很難，需要巨大的情感和智力投入。

所以處理完這些事情后，我常感到筋疲力盡。CEO 應該有盡可能多的直接下屬，因為按理來說，向 CEO 匯報的人應該需要最少的管理。我不理解為什么有些 CEO 直接下屬很少，除非是出于特別的原因。

It does take a lot of energy sometimes because, you know, you got in order to add value to somebody and they’re incredibly smart as a starting point. And I’m surrounded by incredibly smart people, you have to at least get to their plane, you know, you have to get into their headspace and that’s really hard, that’s really hard. And that takes just an enormous amount of emotional and intellectual energy. And so I feel exhausted after, after I work on things like that. I’m surrounded by a lot of great people. A CEO should have the most direct reports, by definition because the people that reports, the CEO requires the least amount of management. It makes no sense to me that Ceos have so few people reporting to him, except for one fact that I know to be true.

老黃：

知識和信息應該是開放的，而不是神秘且僅限于少數人之間分享的。

The knowledge, the information of AC EOIs supposedly so, so valuable, so secretive, you can only share with two other people or three. And their information is so invaluable, so incredibly secretive, that they can only share with a couple more. Well, I don’t believe in a culture and environment where the information that you possess is the reason why you have power.

老黃：

我希望我們每個人都能為公司做出貢獻，我們在公司中的職位，應體現我們解決復雜問題、領導他人取得成就、激勵和賦權他人以及支持他人的能力。管理團隊的存在，就是為了服務于公司中的每一個人，創造一個讓所有這些了不起的人愿意自愿來工作的環境，而不是選擇去全球其他所有頂尖的科技公司。他們選擇了加入我們，是因為我們提供了讓他們能夠實現人生事業的條件，這正是我的使命。

我堅信我的工作就是要創造這樣的條件。那么，這樣的條件應該是怎樣的呢？它應該能夠極大地賦予大家權力，因為只有當你理解了整個情境，你才能被真正地賦權。

I would like us all to contribute to the company and our position in the company should have something to do with our ability to reason through complicated things, lead other people to achieve, achieve greatness, inspire, empower other people, support other people. Those are the reasons why that the management team exist in service of all of the other people that work in the company to create the conditions by which all of the all of these amazing people volunteer to come work for you instead of all the healing amazing high tech companies around the world, they elected, they volunteered to work for you. And so you should create the conditions by which they could do their life’s work, which is my mission. You know, you probably heard it and I’ve I’ve said that, you know, pretty clearly and I, and I believe that what my job is, is very simply to create the conditions by which you could do your life’s work. And so how do I do that? What does that condition look like? What that condition should, result in a great deal of empowerment you should, you can only be empowered if you understand the circumstance, isn’t it right?

老黃：

理解情境是創新的關鍵。因此，我必須創造一個讓你能理解整個背景的環境，這意味著你需要被充分地告知。最佳的告知方式，就是盡可能減少信息在我們之間傳遞時的扭曲。

這就是為什么我經常像在這樣的場合一樣與大家交流我的思考過程。

You have to understand the, you have to understand the context of the situation you’re in order for you to come up with great ideas. And so I have to create a circumstance where you understand the context, which means you have to be informed and the best way to be informed is for there to be as little layers of information mutilation right between us. And so that’s the reason why it’s very often that I’m reasoning through things like in an audience like this.

老黃：

首先，我會告訴你我們面對的事實是什么，我們擁有哪些數據，我將如何通過這些數據進行推理，我們做了哪些假設，哪些是未知數，哪些是已知數。

通過這樣的推理過程，我們就能建立一個高度賦權的組織。

I’ll say, first of all, this is the beginning facts. These are the data that we have, this is how I would reason through it, these are some of the assumptions, these are some of the unknowns, these are some of the knowns, and so you reason through it, and now you’ve created an organization that’s highly empowered.

老黃：

在一個擁有 30000 名員工的公司里，我們是全球最“小”的大公司。

我們雖小，但每位員工都擁有巨大的權力，他們每天都在代表我做出明智的決策。這背后的原因是，他們理解我們的情況，他們了解我的立場。

In vidia’s 30000 people were the smallest large company in the world. We’re tiny little company, but every employee is so empowered and they’re making smart decisions on my behalf every single day. And the reason for that is because, you know, they understand that. They understand my condition. They understand my condition.

老黃：

我對大家非常坦誠，我相信我可以將信息信任給你們。雖然有時信息可能難以接受，情況也可能很復雜，但我相信你們能夠處理。

很多人聽過我說，你們都是成年人，你們能夠應對。有時候，盡管他們剛畢業并不真的是成熟的成年人，我還是開玩笑說，我知道我剛畢業時幾乎不算成年人，但我很幸運地被人信任處理重要信息，我也希望創造條件讓人們能這樣做。

I’m very transparent with people and I believe it that I can trust you with the information. Now, oftentimes the information is hard to hear and the situations are complicated, but I trust that you can handle it. You’re you know, a lot of people hear me say, you know, these, you’re, you’re adults here. You can handle this. Sometimes they’re not really adults, they just graduated. I’m just kidding, I don’t know. I know that when I first graduated was barely an adult and, I, but I was, I was fortunate that I was trusted with, with, with, important information as I want to do that I want to create the conditions for people to do that.

主持人：

在大家都關注的 AI 主題上，你上周提到生成式 AI 和加速計算已達到臨界點。隨著這項技術變得越來越普及，你個人最感興趣的應用是什么？

I do want to now address the topic that is on everybody’s mind. AI last week you said that generative AI and accelerated computing have hit the tipping point. So as this technology becomes more mainstream, what are the applications that you personally are most excited about?

老黃：

要理解這一點，我們得回到最基本原理。生成式人工智能是什么？我們現在擁有能夠理解事物的軟件。

首先，我們把一切都數字化了，比如基因測序，我們把基因數字化了，但這些基因序列意味著什么？我們數字化了氨基酸，但意味著什么？我們已經能夠數字化文字、聲音、圖像和視頻，但它們又代表什么呢？

Well, you have to go back to first principles and ask yourself, what is generative AI? What happened? What happened was we have, we now have the ability to have software that can understand something. They can understand why, you know, what is, first of all, we digitized everything that was, you know, like for example, gene sequencing, you digitized genes, but what does it mean, that sequence of genes? What does it mean? We’ve digitized amino acids. But what does it mean? And so we now have the ability of, we digitize words, we digitize sounds, we digitize that images and videos, videos, we digitized a lot of things, but what does it mean?

老黃：

有了大量的數據和研究，通過模式和關系，我們開始理解它們的含義。

We now have the ability to a lot of studying, a lot of data and from their patterns and relationships, we now understand what they mean.

老黃：

我們不僅理解了它們的含義，還能在它們之間進行轉換，因為我們在同一個世界里學習了這些事物的含義，并不是分開學習的。所以，我們學習語言、單詞、段落和詞匯時是在同一個語境中，發現了它們之間的相關性?，F在我們不僅理解了每種模式的含義，還能夠理解如何在它們之間轉換。

因此，顯而易見的是，你可以給視頻加上文字說明，把文字轉換成圖像，或者在 ChatGPT 中把文字轉換成文字，這些都是非常了不起的應用。我們現在明白了含義，并且可以進行轉換，這種轉換本質上就是信息的生成。

Not only do we understand what they mean, we can translate between them because we learned about the meaning of these things in the same world. We didn’t learn about them separately. So we learned about speech and words and paragraphs and vocabulary in the same context. And so we found correlations between them. And they’re all, you know, registered, if you will, register to each other. And so now we, not only do we understand the modality, the meaning of each modality, we can understand how to translate between them. And so for obvious things, you could caption video to text that’s captioning text to images, mid journey, text to text ChatGPT, amazing things. And so, so we now we now know that we understand meeting and we can translate, the translation of something is generation of information and, and all of a sudden you have to take your, you take a step back and ask yourself, what is the implication in every single layer of everything that we do?

老黃：

我在這里，就像當初我第一次看到 AlexNet 那樣，開始推理，大約 13、14 年前了，我看到了什么？有多有趣？它能做什么？非?？?，但更重要的是，這意味著什么？對計算的每一個層面意味著什么？這意味著，我們處理信息的方式將來會有根本性的變化。

And so I’m exercising in front of you. I’m reasoning in front of you the same thing I did a quarter years ago when I first saw Alex net, some 1314 years ago, I guess, how I reasoned through it, what did I see? How interesting, what can it do? Very cool, but then most importantly, what does it mean? What does it mean? What does it mean to every single layer of computing? Because, you know, we’re in the world of computing. And so what it means is that that the way that we, process information fundamentally will be different in the future.

老黃：

這意味著，當我們構建視頻、芯片和系統時，我們編寫軟件的方式將徹底變化。我們未來能夠編寫的軟件類型，新的應用程序，以及這些應用程序的處理方式都將不同。

That’s when a video builds, you know, chips and systems, the way we write software will be fundamentally different in the future. The type of software will be able to write, write in the future will be different new applications, and then also the processing of those applications will be different.

老黃：

過去我們依賴的是基于檢索的模型，信息基本上是預先錄制的。未來，信息的一小部分，我們稱之為“提示”，將成為起點，然后我們生成其余的內容。因此，未來的計算將是高度生成式的。

What was historically a retrieval based model where information was prerecorded, if you will, almost, you know, we wrote the text prerecorded and we retrieved that based on some recommenders system algorithm In the future, some seed of information will be, will be, the starting point. We call them prompts you as you guys know, and then we generate the rest of it. And so the future of computing will be highly generated.

老黃：

給你舉個例子，我們現在的對話，我傳達的信息大多是即興生成的，這就是所謂的智能。因此，未來我們將看到更多生成式內容，我們的計算機也將以這種方式運行，變得高度生成式而不是簡單地基于檢索。這就讓人不禁思考，對于創業者而言，哪些行業將會被顛覆？我們是否會像對待存儲那樣對待網絡？我們是否會繼續像現在這樣濫用互聯網流量？可能不會。我希望我的每個問題都能得到解答，這樣我們就不必再像以前那樣大量傳輸信息了。

Well, let me give you an example of what’s happening, for example, that we’re having a conversation right now, very little of the information I’m trans I’m conveying to you is retreat. Most of it is generated, it’s call intelligence. And so in the future, we’re going to have a lot more generative, our computers will will perform in that way, it’s going to be highly generative instead of highly retrieval based, then you go back and you can ask yourself, you know, now for, you know, entrepreneurs, you got to ask yourself, what industries will be disrupted? Therefore, will we think about networking the same way we think about storage, the same way we think about, would we be as abusive of internet traffic as we are today? Probably not notice we’re having a conversation right now? And I want to get in my car every question so we don’t have to be a as abusive of of transformation information transporting as we used to.

老黃：

未來將會增加什么，減少什么？會有哪些新的應用出現？這一切都源自對當前發生的事情的思考。生成式 AI 的基礎是什么？

What’s going to be more, what’s going to be less, what kind of applications, you know, etc., etc., etc.. So you can go through the entire industrial spread and ask yourself, what’s gonna get disrupted? What’s gonna get be different? What’s gonna get nude, you know, so on and so forth. And that reasoning starts from what is happening. What is generative AI foundationally, what is happening?

老黃：

回到一切的基本原則。還有一件事，你提了問題，我之前忘了回答。關于如何創建組織，簡而言之，有一天，不要擔心其他公司的組織結構是什么樣的。

Go back to first principles with all things. There was something I was going to tell you about organization. You asked the question and I forgot to answer it the way you create an organization, by the way, someday, don’t worry about how other companies or charts look.

老黃：

從最基本的原則出發。記住組織的設計初衷。過去的組織結構中，有一個國王，即 CEO，然后是各種王室成員，逐層向下，最底層是員工。

You start from first principles. Remember what an organization is designed to do. The organizations of the past where there’s a king, you know, CEO, and then, then you have all these, you know, the royal subjects, you know, the royal court and then east out, and then you keep working your way down.

老黃：

這樣設計是為了讓員工獲取盡可能少的信息，因為基本上，士兵的角色就是在戰場上犧牲，無需提問。但在 Nvidia，我不希望我的三萬名員工中的任何一個犧牲。我希望他們對一切都提出質疑。

Eventually they’re employees. What the reason why it was designed that way is because they wanted the employees to have as low information as possible because they’re fundamental purpose of the soldiers is to die in the field of battle to die without asking questions. You guys know this. I don’t, I only have 30000 employees. I would like them, none of them to die. I would like them to question everything, does it make sense?

老黃：

過去與現在的組織方式截然不同。Nvidia 是什么？Nvidia 在構建什么？

And so the way you organize in the past and the way you organize today is very different to second, the question is, what is Nvidia, what is Nvidia build?

老黃：

組織結構的目的是為了更好地構建我們所制造的東西。我們都在制造不同的東西，為什么我們要以相同的方式組織呢？為什么組織結構必須完全相同，無論你構建的是什么？這沒有任何道理。你在構建計算機時的組織方式，與你在構建醫療服務時的組織方式應該完全不同。所以你需要回到最基本的原則，深入思考這些問題。

An organization is designed so that we could build what it, whatever it is, we build better. And so we all build different things. Why are we organized the same way? Why would, why would this organizational machinery be exactly the same? Irrespective of what you build? It doesn’t make any sense. You build computers, you organize this way, you build health care services, you’re building exactly the same way, it makes no sense whatsoever, and so you have to go back to first principles.

老黃：

我時常問自己：我們的組織以何為生，在做什么，可以延續嗎嗎？

Just ask yourself, what kind of machinery, what, what is the input, what is the output, what are the properties of this environment? You know, what is, what is the, what is the, what is the forest that this animal has to live in, what are its characteristics is, is it stable?

老黃：

我很幸運，當我二十九歲時就有機會退后一步，思考我要如何為未來打造這家公司，以及它將會是什么樣子。包括我們的操作系統，也就是企業文化，鼓勵和強化什么樣的行為，阻止和不強化什么樣的行為等等。

Most of the time you’re trying to squeeze out the last drop of water or is it changing all the time, being attacked by everybody. And so you got to understand, you know, if you’re the CEO, your job is to architect this company. That’s my first job, to create the conditions by which you can do your life’s work. And the architecture has to be right. And so you have to go back to first principles and think about those things. And I was fortunate that that when I was Twentynine years old, you know, I had the benefit of taking a step back and asking myself, you know, how would I build this company for the future and what would it look like? And, you know, what’s the operating system, which is called culture? What do we, what kind of behavior do we encourage, enhance, and what would we discourage and not enhance, you know, so on and so forth.

老黃：

就是這樣??

And in ways .

主持人：

為了節省觀眾的時間，我想直接切入今年的主題——重新定義明天。

我們向所有嘉賓提出了同一個問題：作為英偉達的聯合創始人及CEO，如果你能閉上眼睛，神奇地改變明天的一件事，那會是什么？

I wanna save time for audience questions, but, this year’s theme review from the top is redefining tomorrow. And one question we’ve asked all of our guests is Jensen as the cofounder and CE of Nvidia, if you were to close your eyes and magically change one thing about tomorrow, what would it be?

老黃：

我們需要提前思考這個問題嗎？

Were we supposed to think about this in advance?

老黃：

我可能會給出一個并不理想的回答——我不知道。

有太多我們無法控制的事情。但我認為，我們的使命是貢獻獨一無二的價值，過一個有意義的生活，做一些別人無法或不會做的事情。這樣，當我們完成使命時，人們會說，因為有了你，世界變得更美好。我覺得，我就是以這樣的方式生活的。

I’m going to give you a horrible answer. I don’t know. That is one thing. Look, there are a lot of things we don’t control. And another lot of things we don’t control. Your job is to make a unique contribution live, live a life of purpose, to do something that nobody else in the world would do or can do to make a unique contribution. So that in the event that after you’re done. Everybody says, you know, the world was better because you were here. And so I think that that to me, I live, I live my life kind of like this.

老黃：

我習慣向前看，再回頭審視。你的問題，從某種角度來說，和我的思考方式恰恰相反。我從不僅僅從當前的位置向前看。

I go forward in time and I look backwards. So you asked me a question that’s exactly from a, from a computer vision pose perspective, exactly the opposite of how I think I never look forward from where I am.

老黃：

我走向未來，再回首，因為這樣更簡單。

通過回顧歷史，我們理解自己的行動：我們采取了這樣那樣的措施，解決了這樣那樣的問題。這有點像解決問題的邏輯：確定你想要的結果，然后逆向工作，努力實現它。因此，我認為英偉達在推動計算的未來方面做出了獨特的貢獻，這是人類最重要的工具之一。

I go forward in time and look backwards. And the reason for that is easier. I would look backwards and kind of read my history. We did this and we did that way and we broke that problem down. Doesn’t make sense. And so it’s a little bit like, how you guys solve problems. You figure out what is the end result that you’re looking for and you work backwards to achieve it. And so I imagine Nvidia making a unique contribution to advancing the future of computing, which is the single most important instrument of all humanity.

老黃：

這并不是自我吹噓，而是我們在做我們擅長并且極難實現的事情。

我們相信我們能夠做出獨特的貢獻，這個過程花了我們31年的時間。我們的旅程仍在繼續。這是極其困難的?；仡欉^去，我相信我們會被認為是一家改變了一切的公司，不僅僅是因為我們所說的話，而是因為我們完成了一件極難的任務，我們在這方面表現卓越，我們熱愛它，我們堅持了很長時間。

Now, it’s not about our self, self importance, but this is just what we’re good at, and it’s incredibly hard to do, and we believe we can make an absolute unique contributions taking us 31 years to be here. And we’re still just beginning our journey. And so this is insanely hard to do. And, when I look backwards, I believe that we made, I believe that that we’re going to be remembered as a company that kind of changed everything, not because we went out and changed everything through all the things that we said, but because we did this one thing that was insanely hard to do that we’re incredibly good at doing, that we love doing. We did for a long time.

吃瓜群眾：

我是 GSP 項目的負責人，2023 年畢業。我想了解，您如何看待貴公司在未來十年的發展前景？您認為將面臨哪些挑戰，以及公司是如何準備應對這些挑戰的？

My I’m part of the GSP lead. I graduated in 2023. So my question is, how do you see your company in the next decade as what challenges do you see your company would face and how you are positioned for that?

老黃：

首先，我想分享一下我腦海中閃過的想法。正如你所說，面對的挑戰眾多，我在考慮應該重點討論哪一個。坦白說，你提出這個問題時，我首先想到的大多數挑戰是技術性的，因為這正是我今天早上關注的重點。

First of all, can I just tell you what was going on through my head? As you say, what challenges the list that flew by my head was so, so large that that I was trying to figure out what to select. Now, the honest truth is that when you asked that question, most of the challenges that showed up for me were technical challenges. And the reason for that is because that was my morning.

老黃：

如果你昨天問我，我可能會說是創造市場的挑戰。有一些市場我非常希望能開拓，但卻遇到了困難。我們一直在努力，但這不是我們一個人能夠完成的。英偉達是一家技術平臺公司，我們的目標是服務于眾多其他公司，幫助他們實現希望和夢想。

我特別期待有一天生物學領域能夠像芯片設計那樣，通過電腦輔助設計（EDA）實現行業變革，我們今天所能做到的，相信未來也能幫助他們實現。

If you were to, you know, chosen yesterday, it might have been market creation challenges. There are some markets that I, gosh, I just desperately would love to create. I just can’t. We just do it already, you know? But we can’t do it alone. And video is a technology platform company. We’re here in service of a whole bunch of other companies so that they could realize if you were our hopes and dreams through them and so some of the things that I would love, I would love for the world of biology to be at 1 point where it’s kind of like the world of chip design years ago, computer aided and design Eda, that entire industry really made possible for us today. And I believe we’re going to make possible for them tomorrow.

老黃：

因為我們現在能夠精確表示基因、蛋白質乃至細胞，從而深入理解細胞的含義——一大組基因的組合。這有點像理解一段文字的意思。如果我們能像理解文字那樣理解細胞，想象一下我們能做些什么。

所以，我對此感到非常興奮。

Computer aided drug design because we’re able to now represent genes and proteins and even cells now very, very close to be able to represent and understand the meaning of a cell, a combination of a whole bunch of genes. What does a cell mean? It’s kind of like, what does that paragraph mean? Well, if we could understand a cell, like we could understand a paragraph, imagine what we could do and so, so, so i’m anxious for that to happen, you know? I’m kind of excited about that.

老黃：

還有一些我感到興奮的事情，比如我們即將實現的人類指令機器人，它們已經非常接近了。原因是，如果我們能理解和標記語音，為什么不能理解和標記操作呢？一旦我們解決了一些問題，就會啟發我們思考，為什么我們不能做到更多？所以，這些挑戰其實是令人愉悅的挑戰。

There’s some that I’m just excited about, that I know we’re around the corner on, for example, human order robotics, they’re very, very close around the corner. And the reason for that is because if you can tokenize and understand speech, why can’t you tokenize and understand, manipipulation? And so, so these kind of computer science techniques, you, once you figure something out, you ask yourself, or I forgot to do that, why can’t I do that? And so I’m excited about those kind of things. And so that challenge is kind of a happy challenge.

老黃：

當然，還有一些其他的挑戰，比如工業、地緣政治和社會方面的，但這些你們都已經熟知了。這些問題確實存在。世界上的社會問題，地緣政治問題，為什么我們不能和諧共處？為什么我們要放大這些問題？為什么我們要如此嚴苛地評判他人？你們都知道這些，我無需再多言。

Some of the, some of the other challenges, some of the other challenges, of course, are industrial and geopolitical and they’re social and, but you’ve heard all that stuff before. These are all true. You know, the social issues in the world, the geopolitical issues in the world. Why can’t we just get along things in the world? Why do I have to say those kind of things in the world? Why do we have to say those things and then amplify them in the world? Why do we have to judge people so much in the world? You know, all those things, you guys all know that I don’t have to say those things over again.

吃瓜群眾：

我叫約瑟，2023 年畢業于 GSB。

我想問的是，您是否擔憂我們發展人工智能的速度過快？您認為是否需要一定形式的監管呢？

My name’s Jose. I’m a class of the 2023, from the GSB, my question is, are you worried at all about the pace at which we’re developing AI, and do you believe that any sort of regulation might be needed?

老黃：

謝謝你的問題，我覺得這個問題的答案是肯定也是否定。

我們都知道，深度學習是現代人工智能最重要的突破之一，它帶來了巨大的進步。但同樣令人興奮的是，我們最近在語言模型中引入了一種基于人類反饋的基礎強化學習方法，這其實是人類長期以來都在使用的一種方法。實際上，這正是我的日常工作，而作為父母的你們，也一直在不知不覺中使用這種方法。

Thank you. Yeah, that’s, the answer is yes and no. We need, you know, that the greatest breakthrough in, modern AI, of course, deep learning and it, it enabled great progress. But another incredible breakthrough is something that that humans know and we have practice all the time. And we just invented it for, for language models called grounding, reinforcement learning, human feedback. I provide reinforcement learning, human feedback every day, that’s my job. And for their parents in the room, you’re providing reinforcement learning, human feedback all the time.

老黃：

現在，我們已經開始理解如何在人工智能系統中實施這一方法，但這需要更多技術的支持，比如設置保護欄、進行微調、生成遵循物理定律的數據等。目前，很多事物在虛擬空間中自由漂浮，不受物理定律限制，我們需要技術來解決這一問題。

安全問題也是一樣，正如飛機之所以安全，是因為其自動駕駛系統集成了多種功能安全和主動安全系統。我們需要這些發明更快地誕生。同時，隨著安全與人工智能邊界的模糊，我們迫切需要在網絡安全方面取得快速進展，以防止人工智能帶來的潛在威脅。

因此，技術的發展速度需要更快，遠遠超過現在。

Okay, now we just figured out how to do that, at a system systematic level for artificial intelligence, there are a whole bunch of other technology necessary to, guardrail, fine tune ground, for example, how do I generate, how do I generate, tokens that obey the loss of physics? You know, right now things are floating in space and doing things and they don’t, they don’t obey the laws of physics. How do that requires technology? Guard railing requires technology, fine tuning requires technology, alignment requires technology, safety requires technology. The reason why planes are so safe is because, you know, all of the autopilot systems are, are surrounded by diversity and redundancy and all kinds of different functional safety and active safety systems that were invented. I need all of that to be invented much, much faster. You also know that that the border between security and artificial intelligence, cybersecurity and artificial intelligence is going to become blurry and brillery and we need technology to advance very, very quickly in the area of cybersecurity in order to protect us from artificial intelligence. And so, so in a lot of ways, we need technology to go faster, a lot faster, faster, okay, regulation, there’s two types of regulation, there’s social regulation, I don’t know what to do about that, but there’s product and services regulation, know exactly what to do about that.

老黃：

至于監管，我認為有兩種形式：社會監管我不太清楚怎么操作，但對于產品和服務的監管，我有非常明確的想法。比如FA、FAA、FDA等，它們都是針對特定產品和服務設立的，有明確的規定和標準。請不要嘗試建立一個通用的超級監管機構。會計師監管與醫生監管應當區分開來。

Okay, So, the FA, the FAA, the, FDA, the, knits, you name it, all the, all the FS and all the NS and all the, you know, Fccs that, that they all have regulations for products and services that are, have particular use cases, bar exams and doctors and, you know, so on and so forth. You all have a quali qualification exams, you all have standards or you have to read, you all have to continuously be certified accountants and so on and so forth. Whether it’s a product or service, there are lots and lots of regulations. Please do not add a super regulation that cuts across of it. The regulator who is regulating accounting should not be the regulator that regulates a doctor.

老黃：

我確實欣賞會計師，但如果我需要進行心臟手術，他們能夠熟練處理賬本的能力就顯得不夠了。

因此，我希望所有已經有明確產品和服務的領域，都能在人工智能的背景下加強其監管。但我忽略了一個重要問題，即人工智能的社會影響及其應對措施。

You know, I love accountants. But I just, you know, if I ever need a open heart surgery, the fact that they can close books is interesting, but not sufficient. And so and so I would like, I would like, all of those, all of those fields that already have products and services, to also enhance their regulations in context of, in the context of AI, okay, but I left out this one very big one, which is the social implication of AI and how do you, how do you deal with that?

老黃：

對此，我沒有一個好答案。雖然有很多人在討論這個問題，但重要的是要將其分解為不同的部分，避免因過度關注某個特定問題而忽略了其他許多常規的、我們本應做的事情。

否則，結果就是人們仍然會因為汽車和飛機事故而死亡，這是毫無意義的。我們應該確保在處理這些問題時做到正確，采取實用的措施。我可以換個問題嗎？

I don’t have great answers for that. But you know, enough people are talking about it, but it’s important to subdivide all of this into chunks. Doesn’t make sense. So that we don’t, we don’t become super hyper focused on this one thing at the expense of a whole bunch of routine things that we could have done. And as a result, people are getting killed by cars and planes and, you know, it doesn’t make any sense. We should make sure that we do the right things there, okay? Very practical things.

主持人：

好的，我們將進行一些快問快答環節，就像我們往常的風格一樣，準備好了嗎？??

Well, we have some rapid fire questions for you as view from the tradition,.

老黃：

你不要過來?。。?！??????

Okay, which was trying to avoid that. Okay, alright, far away

主持人：

回想一下你小時候在丹尼餐廳打工的日子，那是一段美好的回憶。

你的第一份工作就是在 Denny’s，現在他們甚至為你設立了一個專門的展位。你在 14 歲時有什么特別的回憶嗎？

你的第一份工作是在Denny’s。他們現在有一個專門為你設置的展位。你14歲時最美好的記憶是什么？

老黃：

噢，其實我的第二份工作是在AMD。那里有沒有給我設一個展臺??？我只是開個玩笑。

Second job was AMD by the way. Is there a booth dedicated to me there? I’m just kidding.

老黃：

我會很享受我的工作。我是的，我喜歡它。這是一家很棒的公司。

I’m gonna love my job there. I did, I love it. It’s a great company

主持人：

如果全球發生黑色皮夾克短缺，你會選擇穿什么？

Yeah, if they were a worldwide shortage of black leather jackets, what would you be seen wearing？

老黃：

噢，不用擔心，我有很多黑色皮夾克，我可能是唯一不需要擔心這個問題的人。

Oh no I’ve I’ve got a large reservoir blackjack I’m the I’m I’ll be the only person who is who is not concerned.

主持人：

你談了很多關于教科書的話題。如果你要寫一本教科書，你會給它起什么名字？

You spoke a lot about textbooks. If you had to write one, what would it be called?

老黃：

這不可能，你問的是一個假設性問題，根本不可能發生。

I won’t writeone, you’re asking me a hypothetical question that has no possibility.

主持人：

最后，在節目結束時，如果你可以對斯坦福全校分享一句話，那會是什么？

That’s fair. And finally, if you could share one parting piece of advice to broadcast across Stanford, what would it be?

老黃：

我想分享的不是一句話，而是一種信念。每天都要審視自己的信念，全力以赴地追求，長時間堅持。將自己與所愛的人團結在一起，一同前行。這正是英偉達的故事。

It’s not a word, but but. You know, have a core belief. Got check, check it every day. I pursue it with all your might, Pursue it for a very long time. Surround yourself with people you love and take them on that, right? So that’s the story of Nvidia.

主持人：

受益良多，感謝這一小時的分享??

And since this last hour has been a treat, thank you for spending.

老黃：

謝謝??

Thank you very much.