Steven Sinofsky Quotes

31 quotes in 448 categories

• Data is great, but strategy is better
• 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…
• 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…
• 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…
• It is impossible to count the blessings I have received over my years at Microsoft. I am humbled by the professionalism and generosity of everyone…
• I like a good cliche because it reminds you that much of management practice boils down to things you need to do but often forget…
• People love to play expectations games, and that is always bad for collaboration internal to a team, with your manager, or externally with customers.
• 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…
• 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.
• While my friends were busy listening to the Talking Heads, Police, and B-52s, I was busy teaching myself to program on the Atari.
• 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…
• Innovation and disruption are the hallmarks of the technology world, and hardly a moment passes when we are not thinking, doing, or talking about these…
• Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new…
• A moment of disruption is where the conversation about disruption often begins, even though determining that moment is entirely hindsight.
• From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
• As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science…
• 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.
• Groups tend to believe their work is harder, more strategic, or just more valuable while underestimating those contributions from other groups.
• 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…

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