Jensen Huang

And so, hey, come on, let's get in here.

I could reason through it just systematically.

We started out as an accelerator company.

But the problem with accelerators is that the application domain is too narrow.

It has the benefit of being incredibly optimized for the job.

Any specialist has that benefit.

The problem with intense specialization is that, of course, your market reach is narrower.

But that's even fine.

The problem is the market size also dictates your R&D capacity.

And your R&D capacity ultimately dictates the influence and impact that you can possibly have in computing.

And so when we first started out as an accelerator, a very specific accelerator, we

We always knew that that was going to be our first step.

We had to find a way to become accelerated computing.

But the problem is when you become a computing company, it's too general purpose and it takes away from your specialization.

I connected two words together.

there actually have fundamental tension.

The better computing company we become, the worse we became as a specialist.

The more of a specialist, the less capacity we have to do overall computing.

And I connected those two words together on purpose, that the company has to find...

That really narrow path, step by step by step, to expand our aperture of computing, but not give up on the most important specialization that we had.