Jen-Hsun Huang co-founded NVIDIA Corporation in April 1993 and has served as President, Chief Executive Officer, and a member of the Board of Directors since its inception. Under his leadership, NVIDIA has become one of the largest fabless semiconductor companies in the world. NVIDIA has received numerous business and technology awards during Mr. Huang's tenure, including Fortune's Fastest Growing Companies, Wired Magazine's Top 40, and Stanford Business School's Entrepreneurial Company of the Year. Mr. Huang has served as on the Board of Trustees of the RAND Corporation since 1999 and is often invited to speak on technology and business trends at industry events. Prior to founding NVIDIA, Mr. Huang was Director of Coreware at LSI Logic and a microprocessor designer at Advanced Micro Devices. Mr. Huang holds a B.S.E.E. degree from Oregon State University and an M.S.E.E. degree from Stanford University.
Related Links: www.nvidia.com   

Ma'am. You talk a little more about how you convey your vision to your employees and how you keep that sense of urgency in them so that they continue improving themselves. So the question is, "How do I convey my vision to the employees and how do we convey a sense of urgency?" First of all, you convey your vision the good old fashion way and it's about telling a story. I'm not the best storyteller in the world. I don't enjoy public speaking actually. And if you were to give me a choice right now between doing this versus just answering one of the emails and I'll give you all my email address. You could all send me an email and I'll be glad to respond to it. I'd rather do that. You know, I'm still an engineer and I'm introverted by design I guess. And I don't find myself particularly articulate. And so, I don't enjoy the process of public speaking. But you have to force yourself to do it. It's for a good reason. It's for a good cause. I have to admit that speaking to invidious employees is the single most intimidating thing that I do. It freaks me out, OK? And the reason for that is because I respect their times so much. And I know how important the meeting is, that you know, in your own mind the bar on the responsibilities are extraordinary. But you have to put yourself and I'm speaking to engineers here. You have to force yourself to communicate at a bigger picture level and to force yourself to practice. And it's something that overtime you get better in. In terms of how do we communicate a sense of urgency, just through action. They have to see that when I make decisions or when I do something or when something is near my scope of influence, that I do it with a sense of urgency. And it's amazing what that does. People simply pick up those habits from you. If your CEO works hard, you'll work hard. If your CEO cares, you'll care. If your CEO loves his company, you'll love this company. If your CEO is passionate about the work that we do, you'll be passionate about the work that we do. If your CEO does everything with an extraordinary sense of purpose and intensity and sense of urgency, you will too. It's amazing what happens when you're a leader of anything. Whether you're a leader of a project team or, right? As I say that, you could almost everybody just, "Yeah, yeah I get it," leader of a project team or leader of a lab team. The behavior and the values and the habits of that leader has an amazing way of rubbing off on everybody else. 



With Where Good Ideas Come From, Steven Johnson pairs the insight of his bestselling Everything Bad Is Good for You and the dazzling erudition of The Ghost Map and The Invention of Air to address an urgent and universal question: What sparks the flash of brilliance? How does groundbreaking innovation happen? Answering in his infectious, culturally omnivorous style, using his fluency in fields from neurobiology to popular culture, Johnson provides the complete, exciting, and encouraging story of how we generate the ideas that push our careers, our lives, our society, and our culture forward.

Beginning with Charles Darwin's first encounter with the teeming ecosystem of the coral reef and drawing connections to the intellectual hyperproductivity of modern megacities and to the instant success of YouTube, Johnson shows us that the question we need to ask is, What kind of environment fosters the development of good ideas? His answers are never less than revelatory, convincing, and inspiring as Johnson identifies the seven key principles to the genesis of such ideas, and traces them across time and disciplines.

Most exhilarating is Johnson's conclusion that with today's tools and environment, radical innovation is extraordinarily accessible to those who know how to cultivate it. Where Good Ideas Come From is essential reading for anyone who wants to know how to come up with tomorrow's great ideas.



So, five tips: Believe in overnight success, believe someone else has the answers for you, believe that when growth is guaranteed, you should settle down, believe the fault is someone else's, and believe that only the goals themselves matter. Believe me, if you do that, you will destroy your dreams. 
Bel Pesce has worked at big technology companies — in at internship at Microsoft, she led the team for Microsoft Touchless and, as an intern at Google, she worked to improve the Google Translate system. She has also worked in finance, at Deutsche Bank, and helped launch several startups — most notably, the video platform Ooyala and Lemon Wallet, an app that replicates the contents of your wallet on your phone.  But for her latest venture, Pesce is looking to inspire. She has opened a school, FazINOVA, which is dedicated to helping students — both in live courses in Sao Paulo, Brazil, and online — persevere toward their dreams. The school has grown tremendously since its establishment in 2013.
Pesce, a TED Fellow, is also the author of three books: The Brazilian Girl from Silicon ValleySuperheroes: WANTED and The Girl from Silicon Valley 2. She has been named one of the "100 most influential people of Brazil" by Época Magazine.


What do you do to change the world ? Do you have a great idea ?

Scott Anthony, author of The First Mile

You have a great idea, now what? That first mile--where an innovation moves from an idea on paper to the market--is often plagued by failure. In fact, less than one percent of ideas launched by big companies end up having real impact. The ideas aren't the problem. It's the process. "The First Mile" focuses on the critical moment when an innovator moves from planning to reality. It is a perilous place where hidden traps snare entrepreneurs and roadblocks slow innovators inside large companies. In this practical and enlightening manual, strategic adviser Scott Anthony equips innovators with new tools, questions, and examples to speed through this crucial early stage of innovation. You'll learn: (1) How to evaluate your idea's strengths and weaknesses using the "DEFT" process--Document, Evaluate, Focus, and Test; (2) Fourteen recipes




Kenji Yoshino is the Chief Justice Earl Warren Professor of Constitutional Law at the NYU School of Law. Prior to moving to NYU, he was the inaugural Guido Calabresi Professor of Law and Deputy Dean of Intellectual Life at Yale Law School, where he taught from 1998 to 2008. He received his undergraduate degree from Harvard College, took a Rhodes Scholarship to Oxford University, and earned his law degree at Yale Law School.  A specialist in constitutional law, antidiscrimination law, and law and literature, Yoshino has published in major academic journals such as the Columbia Law Review, the Stanford Law Review, and the Yale Law Journal. He has also written extensively in other popular venues, such as The Boston Globe, The Los Angeles Times, The New York Times, and The Washington Post. He has appeared onThe O'Reilly FactorWashington Journal, and The Tavis Smiley Show.


What really matter at the end of life !!!!!

And the key ingredients are known: policy, education and training,systems, bricks and mortar. We have tons of input for designers of all stripes to work with.

Rather, I am asking that we make space -- physical, psychic room, to allow life to play itself all the way out -- so that rather than just getting out of the way, aging and dying can become a process of crescendo through to the end. 

Along with the Zen Hospice Project he directs, palliative care specialist BJ Miller helps patients face their own deaths realistically, comfortably, and on their own terms. Through the work of Zen Hospice Project, Miller is cultivating a model for palliative care organizations around the world, and emphasizing healthcare’s quixotic relationship to the inevitability of death.
Miller’s passion for palliative care stems from personal experience -- a shock sustained while a Princeton undergraduate cost him three limbs and nearly killed him. But his experiences form the foundation of a hard-won empathy for patients who are running out of time.

What others say

“Under Miller’s guidance, Zen Hospice Project has set for itself the goal of transforming society’s phobia of death through open awareness and kindness.” — Tricycle, Spring 2012