Steven Sinofsky Quotes

With the general availability of Windows 8/RT and Surface, I have decided it is time for me to take a step back from my responsibilities at Microsoft.

Things will absolutely go wrong. In a healthy team, as soon as things go wrong, that information should be surfaced. Trying to hide or obscure bad news creates an environment of distrust or lack of transparency.

Macintosh felt like a system. As I learned more, I felt like I was able to guess how new things would work. I felt like the bugs in my programs were more my bugs and not things I misunderstood.

If the work requires smart, talented, creative people, then more than anything, you want to enable folks on the team to create.

It's not cool to have your name in print when it's not the truth.

People love to play expectations games, and that is always bad for collaboration internal to a team, with your manager, or externally with customers.

Continuous productivity manifests itself as an environment where the evolving tools and culture make it possible to innovate more and faster than ever, with significantly improved execution.

When faced with something complex, spend the time to think about some structure, write down sentences, think about it some more, and then share it.

After more than 23 years working on a wide range of Microsoft products, I have decided to leave the company to seek new opportunities that build on these experiences.

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

Knowledge created a new culture of business derived from the information gathering and analysis capabilities of first the mainframe and then the PC.

The best work for creative folks on the team is when the problem is big and the solution escapes everyone.

A mouse has the precision that your finger can't approach.

No matter how you look at it, one person cannot be evaluated and paid in isolation of budgets.

At some point, a group of people working towards similar goals will exhibit a distribution of performance.

I've always advocated using the break between product cycles as an opportunity to reflect and to look ahead, and that applies to me, too.

Groups tend to believe their work is harder, more strategic, or just more valuable while underestimating those contributions from other groups.

The cloud-powered smartphone and tablet, as productivity tools, are transforming the world around us along with the implied changes in how we work to be mobile and more social.

The industrial revolution that defined the first half of the 20 century marked the start of modern business, typified by high-volume, large-scale organizations. Mechanization created a culture of business derived from the capabilities and needs of the time.

Data is great, but strategy is better

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

When you build a product, you make a lot of assumptions about the state of the art of technology, the best business practices, and potential customer usage/behavior.

I always feel great. I get to come to work every day and see the build from the night before, and every day we do more stuff.

BlackBerry required tethering for some routine operations, and for many, the only way to integrate corporate mail was to keep a PC running all the time.

Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new technologies come to market and subsequently take hold.

Despite demand, the BlackBerry avoided offering generalized web browsing support.