Mark Zuckerberg

I actually don’t read most of the coverage about Facebook. I try to learn from getting input from people who use our services directly more than from pundits.

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.

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.

The amount of trust and bandwidth that you build up working with someone for five, seven, 10 years? It’s just awesome. I care about openness and connectedness in a global sense.

Our goal is not to build a platform; it’s to be cross all of them.

The companies that work are the ones that people really care about and have a vision for the world so do something you like.

When we were a smaller company, Facebook login was widely adopted, and the growth rate for it has been quite quick. But in order to get to the next level and become more ubiquitous, it needs to be trusted even more.

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.

By giving people the power to share, we’re making the world more transparent.

Really, who you are is defined by the people who you know – not even the people that you know, but the people you spend time with and the people that you love and the people that you work with. I guess we show your friends in your profile, but that’s kind of different from the information you put in your profile.

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.

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.

If we’re trying to build a world-class News Feed and a world-class messaging product and a world-class search product and a world-class ad system, and invent virtual reality and build drones, I can’t write every line of code. I can’t write any lines of code.

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.

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.

The connectivity declaration is about uniting the whole industry – a lot of companies that typically compete very fiercely – to push in a coherent direction.

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.

The biggest risk is not taking any risk… In a world that changing really quickly, the only strategy that is guaranteed to fail is not taking risks.

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.

Our goal is to make it so there’s as little friction as possible to having a social experience.