Steven Sinofsky
Steven Sinofsky
Steven Jay Sinofsky is a former President of the Windows Division at Microsoft from July 2009 until his departure on November 13, 2012. He was responsible for the development and marketing of Windows, Internet Explorer as well as online services such as Outlook.com and SkyDrive. Sinofsky is currently a board partner at Andreessen Horowitz, where he serves on boards of investments...
NationalityAmerican
ProfessionBusinessman
CountryUnited States of America
choosing disruptive moment product technology whether
From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
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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.
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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.
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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.
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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.
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People love to play expectations games, and that is always bad for collaboration internal to a team, with your manager, or externally with customers.
assuming cost resource specific
Assuming a specific resource is high cost is often a path to disruption when someone makes a different assumption.
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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.
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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.
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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 or fail to do often enough.
customers demand
we've had no demand from our customers for this feature.
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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.
barrier cost
We don't want cost to be a barrier for any of our products.
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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 as the products we design and develop.