there's a massive number of good takeaways in this article (and comment thread) on building an agile organization with evidence-driven leadership and rock-solid and reliable product execution. "in no way similar to ours" is an embarrassing take for any member of a product-driven organization to take here.

there are very very few industry-defining CEOs who are at the helm of the companies they founded 30 years ago and leading an industry that they essentially designed and built themselves, riding a money-train on an entire class of product and a product-use case they defined from the ground up. the fact that huang has done this multiple times means he's worth listening to. he's managed to run a (now) trillion-dollar corporation like an agile startup and maintained an extreme level of technical excellence and long-term realized customer value (every CUDA testimonial ever, etc), and that's cause he can run his OODA loop faster than anyone else and actually get good products out the end.

no, you don't have to wear the turtleneck or leather jacket and yell at underlings. yes, absolutely you should think about evidence-driven leadership, being agile and willing to pivot and throw away your product and move to something else if it's not going to work, eschewing formalized "busywork" 1:1s in preference for having the CEO actually "stochastically sampling" the IC work output, and making sure the voices from the boots on the ground are being heard.

there is almost no tech company for which those are not great principles that you should probably strive to incorporate. and "wow we have nothing in common with that" probably speaks more about your corporate culture than you think.

You would do well to read the thread you are replying to, I was replying to this:

> I'm not saying these are good or bad. But I note that every time a company becomes "hot", people start mindlessly copying its quirks,

Also, nowhere did I say I work at a tech company, I do not.

Hey, 40 direct reports is accepted best practice! Remember when google did that? My manager was a poser back 15 years ago, he had only 20 direct reports - I'm not making this up.

No one on ones is probably to protect from sexual assault allegations. No time alone == safe.

It saves on communication time, less repeating.

I get a lot of cold emails from my website, asking me things. I ask those corresponding with me to ask the questions on my BBS instead, so when I take the time to answer, the answer benefits more than one person, and there is increased ROI on the time and energy spent constructing a thoughtful reply.

Well hold up, I do 1:1s with people at least every two weeks, but I haven't actually breathed the same air as one of them since the beginning of summer. (We both drove to that empty building downtown and had lunch, IIRC.)

Hmm, we'll probably see you in the people's court soon.