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
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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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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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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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From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
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Knowledge created a new culture of business derived from the information gathering and analysis capabilities of first the mainframe and then the PC.
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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.
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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 topics.
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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 have had the good fortune to work with at this awesome company.
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Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.
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At some point, a group of people working towards similar goals will exhibit a distribution of performance.
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Despite demand, the BlackBerry avoided offering generalized web browsing support.
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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.
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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.
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While my friends were busy listening to the Talking Heads, Police, and B-52s, I was busy teaching myself to program on the Atari.