他于1993年共同创立的这家芯片制造公司，在其婚外情曝光后。英伟达首席财务官科莱特·克雷斯将担任公司临时首席执行官。专家表示，黄仁勋极具远见的领导风格及其在推动公司战略中的核心作用，加上公司异常扁平的管理架构，将使他极难被取代。
the chipmaking company he co-founded in 1993, following public revelations of his extramarital affairs. Colette Kress, Nvidia's chief financial officer, will serve as the company's interim CEO Huang's visionary leadership style and his central role in driving the company's strategy, combined with the company's unusually flat management structure, will make him especially difficult to replace, experts say.
黄仁勋在2026年3月接受播客主持人莱克斯·弗里德曼采访时表示，他拥有的直接下属远超典型首席执行官，拥有一个约60人的“直接团队”。
Huang notably had more direct reports than the typical CEO, with a "direct staff" of approximately 60 employees, he said in a March 2026 interview with podcaster Lex Fridman.
“首席执行官的直接下属越多，公司的层级就越少。这让我们能保持信息流动顺畅，”黄仁勋2023年在接受CNBC主持人安德鲁·罗斯·索金采访时说。
"The more direct reports a CEO has, the less layers are in the company. It allows us to keep information fluid," Huang told CNBC's Andrew Ross Sorkin in 2023.
圣克拉拉大学利维商学院管理学副教授乔-艾伦·波兹纳表示，极简的层级之所以目前对英伟达行之有效，“是因为[黄仁勋]是一位拥有强大愿景的强有力领导者”。但她表示，这种架构可能会让公司的领导层变动更难驾驭。失去“协调者”的运作哈佛商学院管理实践教授约瑟夫·富勒表示，在扁平化管理架构的公司里，首席执行官往往比在传统层级制中拥有更大的影响力。
Having minimal hierarchy has worked for Nvidia so far "because [Huang] has been a strong leader with a strong vision," says Jo-Ellen Pozner, associate professor of management at Santa Clara University's Leavey School of Business. But that structure could make the company's leadership shake-up even more difficult to navigate, she says. Functioning without an 'orchestrator' At companies with flat management structures, the CEO often has even more influence than they would in a traditional hierarchy, according to Joseph Fuller, professor of management practice at Harvard Business School.
黄仁勋在2025年3月与Mistral联合创始人兼首席执行官阿瑟·门施的对话中表示，英伟达的架构“旨在适应变化的世界，无论变化是由我们引起还是影响到我们”。
Nvidia's structure was "designed to adapt well in a world of change, either caused by us or affecting us," Huang said in a March 2025 conversation with Arthur Mensch, cofounder and CEO of Mistral.
富勒说，由于他直接管理公司的高管团队，黄仁勋在英伟达掌握着“巨大的权力”。“他是协调者，”他继续说道，“他是统筹者。他是解决争端的人。他是分配资源的人。”富勒说，现在，公司失去了其最高决策者。
Since he directly managed the company's top executives, Huang held "a tremendous amount of power" at Nvidia, Fuller says. "He's the orchestrator," he continues. "He's the coordinator. He's resolving the disputes. He's allocating the resources." Now, the company has lost its top decision-maker, Fuller says.
Pozner 表示，没有黄仁勋，“很可能没有人能够协调那些拥有不同专长和领域的各类人员”，这可能导致技术工作放缓。
Without Huang, "there is likely nobody who is able to coordinate among those various people with their different expertise and domains," Pozner says, which could lead to a slowdown in technical work.
卡内基梅隆大学组织行为学与公共政策教授 Denise Rousseau 表示，英伟达的扁平化结构也有一些优势。她指出，较少的管理层级可以强化公司各领域的“局部领导者”，这有助于英伟达在领导层过渡期保持稳定。
There are some advantages to Nvidia's flat structure, says Denise Rousseau, professor of organizational behavior and public policy at Carnegie Mellon University. Having fewer management layers can strengthen "local leaders" in each area of the company, she says, which can help stabilize Nvidia through its leadership transition.
但 Pozner 表示，“没有其他人拥有黄仁勋那样的大局观”，这使得在公司内部寻找永久继任者变得尤为困难。此外，她指出，黄仁勋有数十名直接下属，不太可能有时间培养其中一位下属日后接班。
But "nobody else has the big picture view" that Huang did, Pozner says, which makes finding a permanent successor within the company especially difficult. Moreover, with dozens of direct reports, it's unlikely that Huang had the time to groom one of his subordinates to take over one day, she says.
Pozner 预测，英伟达的下一任领导者将引导公司走向更传统的管理架构。她说：“我理解很多人，尤其是硅谷的人，对僵化的等级制度以及我们在传统组织中预期的那种架构心存抵触。但这种架构之所以发挥作用，是有原因的。” Pozner 表示，归根结底，英伟达目前的体系“并非经久耐用的组织架构”。
Pozner predicts that Nvidia's next leader will steer the company toward a more traditional management structure. "I understand that a lot of people, especially in Silicon Valley, are averse to rigid hierarchies and the kind of structure that we expect from a legacy organization," she says. "But it's functional for a reason." Ultimately, Nvidia's current system is "not an organizational structure that's built to last," Pozner says.
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