Our philosophy is that we care about people first.
I think we basically saw that the messaging space is bigger than we'd initially realized, and that the use cases that WhatsApp and Messenger have are more different than we had thought originally.
When you give everyone a voice and give people power, the system usually ends up in a really good place. So, what we view our role as, is giving people that power.
We just think that there are all these different ways that people want to share, and that compressing them all into a single blue app is not the right format of the future.
There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp.
The basis of our partnership strategy and our partnership approach: We build the social technology. They provide the music.
Founding a company is hard. Most of it isn't smooth. You'll have to make very hard decisions. You have to fire a few people. Therefore, if you don't believe in your mission, giving up is easy. The majority of founders give up. But the best founders don't give up.
It's really easy to have a nice philosophy about openness, but moving the world in that direction is a different thing. It requires both understanding where you want to go and being pragmatic about getting there.
One of the things that we're trying to do with Creative Labs and all our experiences is explore things that aren't all tied to Facebook identity. Some things will be, but not everything will have to be, because there are some sets of experiences that are just better with other identities.
I always kind of see how I want things to be better, and I'm generally not happy with how things are or the level of service that we're providing for people or the quality of the teams that we built. But if you look at this objectively, we're doing so well on so many of these things. I think it's important to have gratitude for that.
I believe we have to nip Ebola in the bud before it spreads through Africa and to other countries.
One of my big regrets is that Facebook hasn't had a major chance to shape the mobile operating system ecosystem.
I just think people have a lot of fiction. But, you know, I mean, the real story of Facebook is just that we've worked so hard for all this time. I mean, the real story is actually probably pretty boring, right? I mean, we just sat at our computers for six years and coded.
Facebook is really about communicating and telling stories... We think that people can really help spread awareness of organ donation and that they want to participate in this to their friends. And that can be a big part of helping solve the crisis that's out there.
At Facebook, we build tools to help people connect with the people they want and share what they want, and by doing this we are extending people's capacity to build and maintain relationships.
A lot of people are focused on taking over the world or doing the biggest thing and getting the most users. I think part of making a difference and doing something cool is focusing intensely.
Facebook was not originally created to be a company. It was built to accomplish a social mission - to make the world more open and connected.
I will only hire someone to work directly for me if I would work for that person. It's a pretty good test.
I got my first computer in the 6th grade or so. As soon as I got it, I was interested in finding out how it worked and how the programs worked and then figuring out how to write programs at just deeper and deeper levels within the system.
Facebook is in a very different place than Apple, Google, Amazon, Samsung, and Microsoft. We are trying to build a community.
When I was in college I did a lot of stupid things and I don't want to make an excuse for that. Some of the things that people accuse me of are true, some of them aren't. There are pranks, IMs.
After launching the first version of Facebook for a few thousand users, we would discuss how this should be built for the world. It wasn't even a thought that maybe it could be us. We always thought it would be someone else doing it.
We have a very open culture at the company, where we foster a lot of interaction between not just me and people but between everyone else. It's an open floor plan. People have these desks where no one really has an office. I mean, I have a room where I meet with people. But it has all glass, so everyone can see into it and see what's going on.
Think about what people are doing on Facebook today. They're keeping up with their friends and family, but they're also building an image and identity for themselves, which in a sense is their brand. They're connecting with the audience that they want to connect to. It's almost a disadvantage if you're not on it now.
We started off as this platform inside Facebook; and we were pretty clear from the beginning that that wasn't where it was going to end up. A lot of people saw it and asked, 'Why is Facebook trying to get all these applications inside Facebook when the web is clearly the platform?' And we actually agreed with that.
Games is probably the biggest industry today that has gone really social, right. I mean, the incumbent game companies are really being disrupted and are quickly trying to become social. And you have companies like Zynga.
On engagement, we're already seeing that mobile users are more likely to be daily active users than desktop users. They're more likely to use Facebook six or seven days of the week.
What really motivates people at Facebook is building stuff that they're proud of.
Move fast with stable infrastructure.
This is a perverse thing, personally, but I would rather be in the cycle where people are underestimating us. It gives us latitude to go out and make big bets that excite and amaze people.
I just want to make sure when I have kids, I can spend time with them. That's the whole point.
Once you have a product that you are happy with, you the need to centralize things to continue growth.
Health is certainly extremely important, and we've done a number of things at Facebook to help improve global health and work in that area, and I am excited to do more there, too. But the reality is that it's not an either-or. People need to be healthy and be able to have the Internet as a backbone to connect them to the whole economy.
If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.
You can use your real identity, or you can use phone numbers for something like WhatsApp, and pseudonyms for something like Instagram. But in any of those you're not just sharing and consuming content, you are also building relationships with people and building an understanding of people.
We're running the company to serve more people.