Nvidia

Nvidia

NVIDIA awakened the world to computer graphics when it invented the GPU in 1999. From our roots in visual computing, we’ve expanded into super, mobile and cloud computing. NVIDIA’s mobile processors are used in smartphones, tablets and auto infotainment systems. PC gamers rely on GPUs to enjoy spectacularly immersive worlds. Professionals use them to create visual effects in movies and design everything from golf clubs to jumbo jets. And researchers utilize GPUs to advance the frontiers of science with high-performance computers.Founded in 1993, NVIDIA has continuously reinvented itself to delight users and shape the industry. From our beginnings in PC graphics, we expanded into professional graphics to become the standard bearer in visual computing. We later harnessed the parallel computing capabilities of the GPU to advance high-performance computing. Our move into mobile put us at the centre of one of the industry’s fastest-growing segments. With the invention of the virtual GPU, we’re accelerating cloud computing for consumers and enterprises.

Organisation DetailsNVIDIA has seven primary organizations focused on product-oriented research and development of a set of core technologies that are then leveraged and built into products through our business units. The figure below depicts the R&D organizations within NVIDIA, as well as the business units that utilize the core technologies to build products.NVIDIA devotes approximately one-quarter of our revenue and two-thirds of our staff (5000 employees) to sustaining our rate of innovation. This enables NVIDIA to adapt rapidly to new markets, respond to disruptive technologies and maintain an agile business model. Most of our capital is focused on creating ideas and turning them into products. We are not burdened with heavy investment in large infrastructure that would inhibit our agility and ability to innovate.NVIDIA business units provide market demand and intelligence back to the R&D teams that establish the requirements for performance, software capabilities, application characteristics, and features important to our markets. These are rationalized and prioritized by R&D within the roadmap. The business units are not captive to one technology but may select a variety of technologies to serve their markets. This approach enables NVIDIA to specialize some products to specific markets, such as specialized hardware offerings for the Energy Exploration and Cloud Gaming sectors. Specialized software libraries for a class of applications are also quickly developed to enable new markets.

Organisation DetailsNVIDIA has seven primary organizations focused on product-oriented research and development of a set of core technologies that are then leveraged and built into products through our business units. The figure below depicts the R&D organizations within NVIDIA, as well as the business units that utilize the core technologies to build products.NVIDIA devotes approximately one-quarter of our revenue and two-thirds of our staff (5000 employees) to sustaining our rate of innovation. This enables NVIDIA to adapt rapidly to new markets, respond to disruptive technologies and maintain an agile business model. Most of our capital is focused on creating ideas and turning them into products. We are not burdened with heavy investment in large infrastructure that would inhibit our agility and ability to innovate.NVIDIA business units provide market demand and intelligence back to the R&D teams that establish the requirements for performance, software capabilities, application characteristics, and features important to our markets. These are rationalized and prioritized by R&D within the roadmap. The business units are not captive to one technology but may select a variety of technologies to serve their markets. This approach enables NVIDIA to specialize some products to specific markets, such as specialized hardware offerings for the Energy Exploration and Cloud Gaming sectors. Specialized software libraries for a class of applications are also quickly developed to enable new markets.

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