20VC: Arm CEO Rene Haas on How The Best Leaders Make Decisions and The Trade-Off Between Speed and Quality | Leadership Lessons from 7 Years at Nvidia | How Companies Can Retain Speed, Innovation and
The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch - Podcast tekijän mukaan Harry Stebbings
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Rene Haas is the CEO @ Arm. The technologies that Arm creates are used in over 230+ Bn devices with everything from sensors to smartphones to servers. In 2016 Softbank made Arm it's largest ever acquisition with a reported price of $32Bn. As for Rene, he was appointed CEO in February 2022 having spent the last 8 years in numerous different roles within the company. Before Arm, Rene was Vice President & General Manager of the Computing Products Business Unit at Nvidia where he enjoyed a very successful 7 years with the team there. In Today's Episode with Rene Haas We Discuss: 1.) Entry into Tech from Eastman Kodak: How did Rene make his way into the world of technology and innovation? What are 1-2 of the biggest takeaways from his 7 years at Nvidia? How did working with Jensen impact his leadership approach and philosophy? 2.) Decision-Making in Leadership: What is the single biggest mistake leaders make when making decisions today? How does Rene balance the trade-off between speed vs quality of decision? At what point does Rene believe leaders have enough data to make a decision? What does Rene know now that he wishes he had known when he started on decisions? 3.) Scaling the Org and Remaining Nimble: Agile: How does one retain the speed and agility of a startup when one is the size that Arm is today? Ambition: How does Rene as a leader inspire the same level of ambition and vision in his team when Arm is as large as it is? Risk: How does Rene encourage his teams to take large risks when they have so much more to lose? Breakage: What are the first things to break in scaling? What can leaders do to get ahead of them? 4.) Leadership 101: What really is strategy? What is it not? What mistakes do all leaders make when it comes to strategy? How does Rene define "high performance" in leadership? How has his style of leadership changed over time? How does Rene approach vulnerability in leadership? What are the pros and cons?
