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.

Steven Sinofsky

Categorized in : Culture Time Business Revolution

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

Steven Sinofsky

precision fingers approach

Nothing called the "Gang Of Four" ends well.

Steven Sinofsky

gang four ends

Data is great, but strategy is better

Steven Sinofsky

data business management

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.

Steven Sinofsky

smartphones tools clouds

A moment of disruption is where the conversation about disruption often begins, even though determining that moment is entirely hindsight.

Steven Sinofsky

hindsight disruption moments

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

Steven Sinofsky

team problem creative

When you delegate work to the member of the team, your job is to clearly frame success and describe the objectives.

Steven Sinofsky

members team jobs

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

Steven Sinofsky

smart team people

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

Steven Sinofsky

bad team love people

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.

Steven Sinofsky

new technology positive negative

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.

Steven Sinofsky

performance think management science

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

Steven Sinofsky

name your cool truth

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.

Steven Sinofsky

day great work night

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.

Steven Sinofsky

step back me time

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.

Steven Sinofsky

ahead look me opportunity

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.

Steven Sinofsky

leave more new company

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.

Steven Sinofsky

blessings i-am good work

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.

Steven Sinofsky

good you management forget

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.

Steven Sinofsky

hide bad news team

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.

Steven Sinofsky

down something think time