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No days off: Nvidia CEO Jensen Huang says he works from wake to sleep, even during movies

No days off: Nvidia CEO Jensen Huang says he works from wake to sleep, even during movies

Time of India5 days ago
Jensen Huang leads Nvidia, now valued higher than Meta and Amazon. He admits to working constantly, even during leisure. Nvidia's stock has seen massive growth under his leadership. Employees also face a demanding work culture. Huang envisions Nvidia as an AI-powered entity. Some argue that achieving excellence requires sacrificing work-life balance. Other industry leaders share similar experiences.
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Nvidia's rise under his leadership
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Nvidia's tough work culture
Jensen as a Boss
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Jensen Huang is the CEO of Nvidia, the most valuable company in the world. Nvidia is worth around $4.2 trillion, which is more than Meta and Amazon combined ($4.1 trillion). Jensen says his work-life balance doesn't exist, as per the reports.He works every day, from the moment he wakes up till the time he sleeps. He even works on weekends, with no days off. He said, "When I'm not working, I'm thinking about working." Even while watching movies, he's thinking about work and doesn't remember the film, according to the report by Fortune.Nvidia stock has jumped 1,600% in the last 5 years. It has become one of the hottest stocks in the world. Jensen doesn't spend all his time in emails or meetings—he often imagines the future of the company. He says part of his work is dreaming and fantasizing about what's next, as stated by the reports.Jensen wants every part of Nvidia to be powered by AI. His goal is to transform Nvidia into a 'one giant AI' company. He believes if this happens, he might finally get some work-life balance. He said, 'How great would that be? And then I'll have work-life balance', as per the report by Fortune.It's not just Jensen—employees also work super hard. Former employees say the 7-days-a-week grind is common at Nvidia. Some employees worked until 1 or 2 in the morning because of heavy workload, according to the report by Bloomberg.Engineers had even longer working hours, according to reports. Some meetings got so intense, shouting matches would happen. Many employees didn't want to leave, because they got high salary packages, according to the Fortune report.Jensen has admitted he's not an easy boss. He said, 'If you want to do extraordinary things, it shouldn't be easy.' Nvidia did not comment when Fortune asked about this work culture.Working all the time isn't just in tech—other industries are the same. Lior Lewensztain, CEO of snack brand 'That's It Nutrition,' says he's working 24/7 even on vacations. He said, "Even if I am on vacation, you're on 24 hours a day", as per the Fortune report.Former President Barack Obama said that being excellent in anything means your life will be unbalanced at times. He said this is true in sports, music, business, or politics, as per The Pivot Podcast.Lucy Gao, billionaire cofounder of Scale AI, told Gen Z that if they need work-life balance, maybe they're not in the right job, according to the report by Fortune.He works all day—from morning to night—every day.He says he has no balance and even works while watching movies.
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Former RBI Governor Raghuram Rajan isn't impressed by India's growth story; Here's what he thinks we're getting wrong
Former RBI Governor Raghuram Rajan isn't impressed by India's growth story; Here's what he thinks we're getting wrong

Economic Times

time2 hours ago

  • Economic Times

Former RBI Governor Raghuram Rajan isn't impressed by India's growth story; Here's what he thinks we're getting wrong

Agencies Former RBI Guv Raghuram Rajan "There is no room for another China." That's Raghuram Rajan's blunt assessment of India's industrial aspirations. In a recent interview with Frontline, the former RBI Governor made it clear that the world has changed. The conditions that allowed China to rise through mass manufacturing simply no longer labour is not the advantage it once was. Automation has moved into even the most basic factory roles. "What companies need now is people who can tend the machines, repair the machines—not those who do the manual work machines have replaced," Rajan said. In short, the manufacturing jobs India is chasing might already be to that the rise of protectionism. Countries are building domestic industries, shutting doors that were once open to global supply chains. "Everybody wants their own little manufacturing industry," Rajan said. India cannot expect to export its way to prosperity in this has been betting heavily on manufacturing as a way to absorb its young workforce. But Rajan cautions that the numbers just don't add up."We cannot expect that number of jobs in manufacturing," he said. Tariffs have gone up, production-linked incentives are scattered, and policies contradict themselves. For example, tariffs are applied not only to final goods but also to the intermediate goods needed to make them. "Then people complain, 'Oh, I can't make this effectively here because the intermediate goods are tariffed.'" This isn't just a policy hiccup. It signals a lack of strategic clarity. And without that, Rajan believes, manufacturing will remain a political slogan, not a real solution."Get a job wherever, create a job wherever you can." That, Rajan says, should be the guiding already commands a 4.5 percent share of global service exports. That includes everything from high-end software to back-end support. While these sectors can't employ everyone, they signal a clear competitive importantly, Rajan sees untapped potential in domestic, mid-skill service jobs—plumbers, drivers, technicians, healthcare workers. These jobs may not make headlines, but they could lift millions. All it takes is better skilling and targeted support. He also dismissed the idea that you need a strong manufacturing base to build high-end service sectors. "This canard, which is floated sometimes, that you need the manufacturing in order to do the associated services, is not necessarily true," Rajan said. Citing companies like Nvidia and Apple, he pointed out that design and innovation can flourish even when production is outsourced. The days of the free trade consensus are over. Rajan traced America's shift back to Trump and his economic advisers, who viewed trade deficits as signs of weakness. That thinking has stuck around. "Is he undermining the basis of US prosperity and its dominance of the post-Second World War economic system with this view? I think we are turning the tables on what worked," he said. Today, protectionist tariffs are not a blip. They are part of a permanent, structural shift in global politics. For India, it means the space to plug into global supply chains has shrunk. Trying to follow China's route now is like running for a train that already left the is growing at 6 to 6.5 percent a year. On paper, that sounds solid. But as Rajan points out, this pace is not enough to lift per capita income fast enough to avoid a demographic squeeze."We are the fastest-growing country in the G20," he said. "But also the poorest on a per capita basis. That has to change."Time is running out. India's young population won't stay young forever. If opportunities don't arrive soon, the demographic dividend could turn into a has long been vocal about the need for decentralisation. Giving more power to local governments, he argues, improves both accountability and outcomes."The village community can see when the funds transmitted from the State government or Central government are misspent or line the pockets of the village elite," he said. "State after state should give more power to the municipalities, to the villages. That will both enhance commitment to democracy but also allow for better governance."He contrasted this with the Centre's tendency to prioritise flashy schemes without follow-through. "We announce a campaign, but never actually determine whether it's working. It becomes an announcement rather than effective rollout."Rajan criticised the growing trend of suppressing inconvenient data or changing methodologies to suit political needs. That, he warned, is a recipe for bad policy."Suppressing data eventually hurts the government itself," he said. "Your critics are sometimes your best friends because they will identify what's going wrong and then you can make the changes and then get credit for it."Honest, reliable data is not just for economists. It is the foundation of public is spending big on infrastructure. But Rajan warns that not all investment is equal."Every small town wants a metro," he said. "That's overbuilding, and those will be white elephants."What matters more, in his view, is building up capabilities. This means investing in schools, research labs, skilling programmes, and targeted industrial policy. "We have to have a few national labs where you've got state-of-the-art equipment where you can actually be competitive."The message Rajan is sending is clear: Stop chasing China. That moment is gone. India needs a strategy rooted in its own strengths, challenges and people. That means backing services, not slogans. Empowering local governments, not hoarding power at the top. And investing in people, not just not glamorous. But it might just work.

Stop complaining about Gen Z workers—and start helping them
Stop complaining about Gen Z workers—and start helping them

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time6 hours ago

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Stop complaining about Gen Z workers—and start helping them

Because of the pandemic, some Gen Z workers missed out on formative experiences that help shape careers. Susan Lucia Annunzio is a leadership coach, author and president and CEO of the Center for High Performance. She also is an associate adjunct professor of management at the University of Chicago Booth School of Business. In many ways, Gen Z is unlike previous generations entering the workforce. The obvious reason is the pandemic, which isolated many in the Gen Z generation from both their peers and adults outside of their immediate families. Some of them missed out on formative experiences that can help shape careers, such as in-person classes and conversations, as well as internships, studying abroad and working in offices alongside seasoned veterans. At the same time, Gen Z has faced an unprecedented level of rejection, ironically as a result of technology intended to make processes easier. They can—and do—apply to dozens of colleges and hundreds of jobs with the click of a mouse. But faced with constant rejection, many young adults are more anxious, less motivated and more afraid to take chances than previous generations. It isn't unusual to hear some bosses stereotype Gen Z hires as being difficult to manage, complaining they lack initiative, communication skills and preparedness. In most cases, however, it would be a mistake to fire these young employees. A better response is to approach your Gen Z workers with empathy and provide opportunities for social interaction and development. The companies that do this will attract and retain the best young talent, while those that don't may continue to face turnover and disengagement. Here are five suggestions on how to motivate your Gen Z employees: Don't accept the negative stereotypes that are sometimes used to describe Gen Z employees. Instead, work to understand what might be prompting behaviors that look strange or different than what you might expect of a new hire. For example, rather than assuming young workers are antisocial or unfriendly, consider why they might find it difficult to interact with others and help them figure out what would make it easier. If they seem overly sensitive, explore why this might be, rather than judging them. During the pandemic, many young people used their alone time to enhance their technology skills. Some dabbled in coding or video production (think TikTok), while others experimented with AI, built apps or found new ways to create and connect in a digital-first world. These talents don't necessarily show up on résumés, so ask your young workers what technology skills they might have gained during lockdowns and how they applied them. Are those skills being used in their current role—or is there a better fit within the organization? Gen Z has been raised in a world of asynchronous communication—texts, DMs, emails, as well as Zoom meetings where they can turn off their video and audio, and participation is often optional. Forget about telling these employees you have an open-door policy; they won't walk through it. Instead, leaders may need to create intentional, low-pressure spaces for could mean taking young employees out for coffee, or setting up one-on-one video calls. This isn't a formal check-in or performance review—it's a conversation where your job is to listen. Ask your young workers about their ambitions, professional and personal frustrations and the influences shaping their worldview. When this generation feels heard, they will engage and grow. Think back to your first job. How did you make friends? Office banter, postwork drinks and team lunches were the foundation of your professional network. Now, imagine starting your career without them. That's the reality for many in Gen Z. Your role as a leader isn't just to manage their work—it's to introduce them to workplace culture. Do you provide opportunities for socialization? Maybe it's Cornhole Fridays, a bowling league or a team lunch. Better yet, ask them what they want. Identify your most outgoing employees and form a culture committee. Make socialization part of onboarding, not an afterthought. Formal development plans are more critical for Gen Z than they were for prior generations, when informal mentoring was more common. Such plans might include internal or external classes or workshops, a mentorship program, peer-support groups and opportunities to shadow employees or other role models. Efforts to improve Gen Z's verbal-communication skills, such as a public-speaking class or a workshop on difficult conversations, can be very helpful. Your job as a boss isn't to make these workers more like you—it's to make them the best version of themselves and maximize their value to your company. The choice is yours: Complain about Gen Z or coach them to become stars. Write to Susan Lucia Annunzio at reports@

ChatGPT Co-Creator Shengjia Zhao Joins Meta As Chief Scientist Of Superintelligence Lab
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time8 hours ago

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