Steven Sinofsky Quotes

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

The mistake that makes launching a venture expensive is when you try to make a disruptive technology so good that it can compete on a quality basis with an established product.

For most western executives, innovation is about breakthrough technology or innovation. If it's not breakthrough, it's not interesting, and it's all about technology and products.

Unless you stay focused on innovation, you can be disintermediated.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

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

Disruptive innovation is competitive strategy for an age seized by terror.

You have to make a decision whether it's a new product or you integrate it with an existing product. It takes time to work these things out.

We are proposing that there is value in a totally new product category and a totally new set of questions. Just like the Apple II proposed, 'Would you reasonably want a computer in your home if you weren't an accountant or professional?' That is the question Glass is asking, and I hope in the end that is how it will be judged.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

Innovation must lead infrastructure for a simple but compelling reason: Innovation produces new types of products and markets, and it is virtually impossible to know how to run those markets efficiently before they are created.

No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.

Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

The tools used by economists to analyze business firms are too abstract and speculative to offer any guidance to entrepreneurs and managers in their constant struggle to bring novel products to consumers at low cost.

When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.

America demands invention and innovation to succeed.

Create something, sell it, make it better, sell it some more and then create something that obsoletes what you used to make.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.