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Lessons in Leadership from the Classics | Chapter 4: Nvidia The Patience and the Ascent of Jensen Huang How the Alleyways of Korea and the Floors of Semiconductor Factories Forged the Aesthetics of 古枯孤高 [Economy Daily] At the beating heart of the civilizational upheaval we call artificial intelligence stands one company and one man: Nvidia and Jensen Huang. The world measures them in market capitalization and market share. But the deeper truth of great leadership outlasts any number. It is the power of time, long and unhurried. It is the discipline of subtraction. It is the courage of solitude. And it is, finally, the dignity that comes only from having endured. In the vocabulary of East Asian philosophy, these four qualities compress into a single phrase: 古枯孤高 — ancient (古), austere (枯), solitary (孤), elevated (高). Nvidia's rise is not the story of a stock that spiked overnight. It is the story of these four characters slowly calcifying into the bones of one man and the culture of one company, across thirty years of painstaking accumulation. 古 — The Ancient: Time as the First Discipline Every great enterprise, if it is truly great, eventually earns its face — but only through time. Jensen Huang had been walking this earth as a businessman long before the world knew his name. His relationship with Korea begins here, and it begins on foot. According to domestic industry accounts from that era, Huang made repeated visits to Yongsan Electronics Market in Seoul in the late 1990s and early 2000s — when Nvidia was still an obscure startup struggling to be taken seriously. He came not as a visiting dignitary but as a salesman: explaining graphics cards to shop owners, persuading assemblers, winning trust one transaction at a time. Huang himself has said his connection to Korea dates to 1996. He has spoken of how South Korea's explosion of high-speed internet, its PC-bang culture, and the nationwide fever for StarCraft formed a critical foundation for Nvidia's early growth. Korea, in those years, was the world's most electrified laboratory for digital culture — and the heat of its gaming rooms, the sharpness of its consumers, the velocity with which it embraced new technology, all of it nourished a company that had not yet found its footing. This detail matters enormously. The histories of great corporations are often rewritten to begin in gleaming boardrooms or on famous stages. But Jensen Huang's formation happened in narrow storefronts, surrounded by towers of component boxes, in a market where customers were price-sensitive and performance-obsessed and utterly unimpressed by brand mythology. In Yongsan, he did not sell a brand. He sold credibility. He sold product knowledge. He sold the felt experience of superior performance. The I Ching offers an image for this season of a man's life: 潛龍勿用 — "the hidden dragon does not yet act." The dragon submerged beneath the water has not yet ascended to the sky, but it is already gathering strength, already orienting itself toward its direction. Korea was that submerged time for Jensen Huang. It was where the dragon went quiet and grew. 枯 — The Austere: The Discipline of Withholding Austerity is not poverty. It is restraint. And few companies in the history of Silicon Valley have practiced restraint as rigorously or as consequentially as Nvidia. While its competitors raced to win the surface war — chasing specification numbers, upgrading the cosmetics of their products, playing to the gallery of consumer benchmarks — Huang kept his organization's attention trained on something less visible and far more consequential: the underlying architecture of computation, the logic of parallel processing, the infrastructure that would eventually become the indispensable engine of artificial intelligence. This is the aesthetic the Chinese literati call 枯淡 — a beauty that comes not from ornament but from essence. The Diamond Sutra puts it this way: 凡所有相 皆是虛妄 — "all that has form is ultimately illusion." In business terms: what catches the eye rarely determines a company's fate. What determines fate is the capability that cannot be seen. Nvidia understood this early. That is why the Nvidia of today rests not on the appearance of its products but on the depth of its software ecosystem, its developer base, and the intellectual architecture that competitors cannot easily replicate. This philosophy of austerity extends to Huang's understanding of human character. Speaking at Stanford, he told students that the most important trait for success is not intelligence but resilience — and went further, saying, "I hope you will have the experience of suffering and hardship." It is a startling thing to say, and deliberately so. His point is unambiguous: greatness is not the product of cleverness alone. Character is forged not in comfort but in friction. Huang speaks from experience. He has publicly described being bullied in an American boarding school as a boy, washing dishes and cleaning bathrooms at minimum wage. His philosophy of hardship is not rhetoric. It is autobiography. Most organizations today speak to their people endlessly about well-being and are afraid to speak about tempering. But Jensen Huang did not flinch from the uncomfortable truth: growth always requires some degree of resistance and endurance. He knows this in his body. 孤 — The Solitary: The Courage of the Unfashionable Conviction Solitude, properly understood, is not the condition of being alone. It is the willingness to choose a road that others have not taken — and to walk it long enough to find out whether you were right. Nvidia was, for a very long time, a company that received no particular applause. It was known as a graphics chip company, and in that category, it was formidable. But inside that public identity, Huang carried a private and lonely conviction: that the dominant paradigm of computing would shift — that the age of the general-purpose CPU would eventually yield to an age of accelerated computing. Markets demand the present moment. Leaders sometimes have to absorb today's contempt in exchange for tomorrow's vindication. Only those who sustain that solitude earn the right to the rewards of early arrival. The Analects of Confucius puts it plainly: 德不孤 必有隣 — "virtue is never truly alone; it will always find its neighbors." What appears solitary and eccentric at the beginning eventually draws its community. And in the story of Nvidia and Korea, this movement from isolation to alliance is almost perfectly illustrated. The partnership between Huang and South Korea has long since outgrown its origins in retail sales. SK Hynix began collaborating with Nvidia on High Bandwidth Memory in the uncertain early days of that technology — a bet made before the outcome was clear. That relationship has since deepened into something that resembles co-development more than supply chain. Nvidia has been advancing large-scale AI chip supply and infrastructure cooperation with the Korean government, Samsung, the SK Group, Hyundai Motor Group, and Naver. The lonely salesman who once walked the aisles of Yongsan is now at the table with the leaders of Korean industry and government, shaping the architecture of the nation's AI future. The solitary vigil became a strategic alliance. What was once walked alone is now walked together. 高 — The Elevated: Altitude as Accountability Elevation is not merely position. It is character — the capacity to see farther and to hold responsibility longer than others can or will. The Doctrine of the Mean speaks of 至誠無息 — "true sincerity never rests." This is, unexpectedly, one of the most precise descriptions of how Jensen Huang has run his company. He did not build Nvidia on a passing fashion. He crossed product failures, market cynicism, supply chain crises, and geopolitical headwinds, and climbed — slowly, deliberately, one foothold at a time — to the position the company occupies today. This is not a mountain ascended in a season. This is a summit reached in decades. Here, again, Korea re-enters the story. However regal the title "emperor of the AI era" may sound, the circuitry running through that crown is substantially Korean. Korea began as the consumption frontier — the PC-bang, the gaming market, the early adopter culture that gave Nvidia its first mass foothold. It has since become the strategic frontier: the partner in HBM and advanced memory, the co-architect of AI factories and digital transformation. Between the image of Jensen Huang persuading shop owners in Yongsan and the image of Jensen Huang discussing AI infrastructure with the heads of Korea's largest conglomerates, there runs a very long river. But the river is unbroken. What he first saw in Korea was not merely a sales opportunity. He saw a society with an extraordinary capacity for fast technical comprehension, for organizing technology into industry, for connecting the work of the mind to the work of the factory floor. That insight lives inside every partnership he has built here since. A Reckoning for Korean Business What, then, should Korean business leaders take from this? The lesson is not complicated, though it is demanding. Innovation does not arise from eloquent mission statements. It arises from time endured, from the discipline to discard the inessential, from the independence to pursue an unpopular answer, and from the accountability that eventually transforms all of it into something worthy of the word dignity. Jensen Huang's career is not a story of a man who happened to catch the AI wave at the right moment. It is a story of sediment — of years and decades of experience, discipline, and conviction accumulating until they were precisely aligned with the door that history opened. Which asks certain questions of Korean business. Do we still carry the original instinct of those years when we wrestled with the market on the ground floor — when we had no reputation to trade on, only our knowledge and our reliability? Do we have the austere courage to strip away what is not essential? Do we have the nerve to choose the lonely right answer over the popular wrong one? Management, at its best, is completed in the love of people, in the respect for the work done in the field, and in the refusal to defy the logic of time and nature. The tree that grows too fast is hollow at its core. The success that comes too easily has shallow roots. Nvidia — Jensen Huang's Nvidia — took the opposite path. It stood like an ancient tree, silent and unhurried, enduring the winds and the droughts, growing upward alone toward the high place it had decided, long ago, to reach. His success, for that reason, is not a flash of light. It is light that stays. That is the lesson of 古枯孤高. Only those who have endured long enough ascend high enough. Only those who have passed through austerity reach genuine depth. Only those who have borne solitude long enough find themselves, one day, at the center of their age. Jensen Huang's Korean story is one essential thread in that larger narrative. Today's glory is conceived in yesterday's alleyways. Even the history of the world's most powerful technology company is completed, in the end, only on the accumulated sweat and trust of human beings. He is demonstrating that, quietly, every day. The author is a contributing columnist covering business philosophy, technology, and economic history.2026-04-22 11:57:23
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미래에셋운용, 지난 글로벌 ETF 평균 수익률 28% 기록 [이코노믹데일리] 미래에셋자산운용은 전 세계에서 운용 중인 ETF의 2025년 지난해 평균 수익률이 27.9%를 기록한 것으로 집계됐다. 12일 미래에셋자산운용에 따르면 한국과 미국 등 전 세계 13개 지역에서 운용하고 있는 ETF 가운데 상장 후 1년 이상 경과한 605개 상품을 대상으로 개별 상품의 각 국가별 통화 기준 지난해 1년 수익률(TR)을 평균한 결과다. 같은 기간 S&P500(TR 기준 18.1%), 나스닥100(TR 기준 21.2%)을 모두 상회한다. 100% 이상 수익률을 기록한 상품도 25종에 달했다. 지난해 수익률 상위권은 금과 은 등 원자재 관련 ETF가 휩쓸었다. 금 탐사 기업에 투자하는 Global X Gold Explorers(GOEX US)가 186.6%의 수익률로 1위, 은 채굴 기업에 투자하는 Global X Silver Miners UCITS(SILV LN)가 184.9%의 수익률로 2위에 올랐다. 국내 주식 투자 상품들도 두각을 나타냈다. TIGER K방산&우주를 포함한 9종이 수익률 100%를 넘겼다. 국내 대표 지수에 투자하는 TIGER 200은 94.8%를 기록했고 TIGER 반도체TOP10 역시 121.1%의 수익률을 올렸다. TIGER 반도체TOP10 상품은 국내 반도체 ETF 중 순자산이 가장 크다. 우수한 수익률을 앞세워 자금의 유입이 크게 늘어난 상품도 있었다. Global X Defense Tech(SHLD US)는 지난해 75.2%의 수익률로 경쟁 상품인 iShares U.S. Aerospace & Defense(48.7%), Invesco Aerospace & Defense(37%)를 크게 앞섰다. 이에 지난해에만 35억 달러가 순유입되며 순자산 50억 달러를 돌파했다. 글로벌 AI 단일 테마 상품인 Global X Artificial Intelligence & Technology(AIQ US)는 지난해 32.4% 수익률을 올리고, 36억 달러 순유입을 기록했다. 홍콩의 대표 인컴형 상품인 Global X HSCEI Covered Call Active(3416 HK)도 지난해만 20억 달러 넘게 자금이 순유입됐다. 미래에셋그룹 글로벌 전략가(GSO) 박현주 회장은 지난해 시장을 변화시킬 수 있는 차별화된 ‘킬러 프로덕트(Killer Product)’의 중요성을 강조한 바 있다. 미래에셋은 글로벌 네트워크를 활용해 ‘킬러 프로덕트’를 글로벌 투자자들에게 제공하고 있다. 특히 지수 개발부터 유동성 공급까지 ETF 사업을 총괄하는 글로벌 ETF 운용 생태계를 구축했다. 이를 통해 다양한 분야의 전문가들이 협업해 투자자 수요와 산업 성장성을 분석하고, 이를 바탕으로 선제적인 상품 개발을 추진하고 있다. 이를 통해 새로운 영역도 적극 개척하고 있다. 지난해 출시한 AI 운용 기반의 미국 회사채 투자 상품인 Global X Investment Grade Corporate Bond(GXIG)와 비트코인 활용한 커버드콜 상품인 Global X Bitcoin Covered Call(BCCC US) 등이 대표적인 사례다. 김영환 미래에셋자산운용 글로벌경영부문 총괄 대표는 "이번 성과는 Global X를 비롯해 미래에셋의 글로벌 네트워크를 기반으로 한 상품 경쟁력이 실제 수익률과 자금유입으로 입증된 사례"라며 "킬러 프로덕트의 발굴을 통해 투자자들에게 차별화된 성과를 제공하겠다"고 말했다.2026-01-12 11:13:09
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