Steven Sinofsky

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

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

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.

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

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.

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.

Assuming a specific resource is high cost is often a path to disruption when someone makes a different assumption.

My father, an entrepreneur but hardly a technologist, was looking to buy a computer to 'automate' our family business. In 1981, he characteristically dove head first into computing and bought an Osborne I.

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

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

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.

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.