Jensen Huang

three major technology choices, all three choices were wrong.

Okay, so this is how incredibly smart we were.

And so in 1995, mid-95, we realized we were going down the wrong path.

Meanwhile,

The Silicon Valley was packed with 3D graphics startups because it was the most exciting technology of that time.

And so 3D effects and rendition and Silicon graphics was coming in.

Intel was already in there.

And, you know, gosh, what added up eventually to a hundred different startups we had to compete against.

Everybody had chosen the right technology approach and we chose the wrong one.

And so we were the first company to start.

We found ourselves essentially dead last with the wrong answer.

And so the company was in trouble.

And ultimately, we had to make several decisions.

The first decision is, well, if we change now,

we will be the last company.

And even if we changed into the technology that we believe to be right, we'd still be dead.

And so that argument, you know, do we change and therefore be dead?

Don't change and make this technology work somehow or go do something completely different.

That question stirred the company strategically and was a hard question.

I eventually advocated for, we don't know what the right strategy is, but we know what the wrong technology is.