Packaged into the basic characters T5Ts (short for Top-5 Things), this management method has long become the identity of NVIDIA people that they always know by heart, using as an indispensable part of their work.
Every morning, NVIDIA CEO Jensen Huang opens his email inbox and reads 100 of the day’s most important emails. And on Sunday evening, he pours himself a glass of wine and reads more emails.
For decades, NVIDIA employees have been sending notes called T5Ts—what they’re working on, what they’re thinking about, what they’ve noticed and learned along the way—according to the Wall Street Journal . And for decades, Jensen Huang has read them all. “If you send it, I’ll read it,” says the founder of one of the world’s most valuable companies.
Every NVIDIA employee, including senior executives and engineers, participates in the T5Ts system, which requires each individual to regularly record and share the five most important things they’re working on. These updates are structured the same way, but the content varies, keeping teams aligned with the company’s goals and adapting to changing priorities.
Photo source: by Pritam Bordoloi
CEO Jensen Huang reads these memos to get a pulse on the company, because these details might never come to him otherwise.
He did this before his startup NVIDIA became a trillion-dollar company selling chips that power the AI revolution. He introduced the system as a way to stay deeply connected to employees and ensure the company stays agile and efficient. The T5Ts approach helps NVIDIA maintain a flat organizational structure, reduce bureaucracy, and foster a culture of ownership and rapid execution.
Top-5 Things' 5 Key Values
Promote personal accountability : Employees list their top five priorities by writing them down, giving them a sense of ownership and responsibility. This reduces the need for micromanagement, as employees are empowered to drive their own projects.
Direct communication with leadership : CEO Jensen Huang reads many T5Ts updates, including from lower-level employees, which keeps him connected to most of the company’s happenings. Employees can share concerns, challenges, and opinions directly with leadership without going through unnecessary layers of middle management. As a result, T5Ts has fostered a culture where every voice counts, regardless of rank.
Solve problems flexibly and promptly : Because employees are constantly updated on trends and issues that are taking priority, NVIDIA can quickly adapt to changes in the market or technology.
If a problem arises, leadership can identify and address it early before it becomes a problem. The system ensures that no important task or idea gets lost in the complexity of the organization.
Internal Unity : Teams can see what other teams are working on, improving coordination between different departments. If two teams have overlapping goals, they can collaborate instead of duplicating efforts. This transparency ensures that NVIDIA moves forward as a unified company, rather than as fragmented teams.
Continuous learning and improvement : The T5Ts system encourages employees to reflect on their progress, identify areas for improvement, and adjust priorities. Over time, employees improve their ability to prioritize goals and execute more effectively. Leaders can track trends in T5Ts updates, identifying opportunities for strategic investments or changes.
T5Ts is NVIDIA's 'magic bullet'
Instead of using project management tools like many other companies, NVIDIA uses T5Ts as a human-centered approach, rather than a rigid administrative process.
Memos and emails enable bottom-up innovation, where employees at all levels can influence collective decisions. This keeps NVIDIA agile and adaptive—critical in the rapidly evolving AI and computing industries. By running T5Ts every day, NVIDIA ensures the company stays focused, innovative, and efficient, giving it a competitive advantage in an industry where speed and agility are key.
Source: https://chungta.vn/nguoi-fpt/fpt-co-the-hoc-hoi-bi-kip-thanh-cong-cua-nvidia-1139568.html
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