Mark Zuckerberg

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.

A frustration I have is that a lot of people increasingly seem to equate an advertising business model with somehow being out of alignment with your customers. I think it’s the most ridiculous concept.

I feel like the thing we can do is celebrate people doing great work and create more cultural momentum and awareness that this is an important thing in the world. So when the next economic crisis hits and people are talking about where to cut from the budget, science isn’t the thing.

There’s a level of service that we could provide when we’re just at Harvard that we can’t provide for all of the colleges, and there’s a level of service that we can provide when we’re a college network that we wouldn’t be able to provide if we went to other types of things.

Move fast and break things. Unless you are breaking stuff, you are not moving fast enough.

Our strategy is very horizontal. We’re trying to build a social layer for everything. Basically, we’re trying to make it so that every app everywhere can be social, whether it’s on the web or mobile or other devices. So inherently, our whole approach has to be a breadth-first approach rather than a depth-first one.

It used to be the case, like you’d switch jobs, and then maybe you wouldn’t keep in touch with all the people that you knew from that old job, just because it was too hard. But one of the things that Facebook does is it makes it really easy to just stay in touch with all these people.

I will only hire someone to work directly for me if I would work for that person. It’s a pretty good test.

I’m trying to make the world a more open place.

Mobile is a lot closer to TV than it is to desktop.

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.

When we are thinking about stuff like embeds, we are not thinking about how we are competing with YouTube. We are thinking about how are we going to make it more useful for people to share stuff on Facebook.

The biggest mistake we made as a company was betting too much on HTML5.

Video is growing very quickly on Facebook. A lot of people compare that to YouTube. I think that kind of makes sense. YouTube isn’t the only video service, but I think it’s the biggest, and it probably makes more sense to compare Facebook video to YouTube rather than Netflix because that’s a completely different kind of content.

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.

It’s a juicy thing to say we’re building a phone, which is why people want to write about it. But it’s so clearly the wrong strategy for us.

There are definitely elements of experience and stuff that someone who’s my age wouldn’t have. But there are also things that I can do that other people wouldn’t necessarily be able to.

My goal was never to make Facebook cool. I am not a cool person.

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.

The real question for me is, do people have the tools that they need in order to make those decisions well? And I think that it’s actually really important that Facebook continually makes it easier and easier to make those decisions… If people feel like they don’t have control over how they’re sharing things, then we’re failing them.

What we figured out was that in order to get everyone in the world to have basic access to the Internet, that’s a problem that’s probably billions of dollars. Or maybe low tens of billions. With the right innovation, that’s actually within the range of affordability.