Mark Zuckerberg

It's like we're able to kind of go from platform to platform and do these different things because we've invested and cared about the underlying technology. The product experiences that we build on top of that are an implementation and they matter. And for that, I think we also, I think are a pretty curious and learning focused organization where

It's like we're able to kind of go from platform to platform and do these different things because we've invested and cared about the underlying technology. The product experiences that we build on top of that are an implementation and they matter. And for that, I think we also, I think are a pretty curious and learning focused organization where

You know, I view the product strategy less as any one specific thing and more as how do we iterate and learn as quickly as possible how to make each thing better for the people we're trying to serve. So I define our strategy as we can learn faster than every other company. We're going to win.

You know, I view the product strategy less as any one specific thing and more as how do we iterate and learn as quickly as possible how to make each thing better for the people we're trying to serve. So I define our strategy as we can learn faster than every other company. We're going to win.

We're going to build a better product than everyone else because we're going to get it out first or early. We're going to have a good feedback loop. We're going to get a bunch of feedback. We're going to learn what people like better than other people.

We're going to build a better product than everyone else because we're going to get it out first or early. We're going to have a good feedback loop. We're going to get a bunch of feedback. We're going to learn what people like better than other people.

And then over time, by the time you get to, whether it's version 3 or 4 or 5, I mean, they're not even discrete versions because you ship so frequently. It's you just... you learn faster. So that's basically the formula. Be a technology company, build good foundation, learn from what people are kind of focused on in the world, and iterate as quickly as you can.

And then over time, by the time you get to, whether it's version 3 or 4 or 5, I mean, they're not even discrete versions because you ship so frequently. It's you just... you learn faster. So that's basically the formula. Be a technology company, build good foundation, learn from what people are kind of focused on in the world, and iterate as quickly as you can.

But you're very generous. Well, but that's the thing. Part of it is like, OK, you want to set up the game so that way you optimize, you create your luck.

But you're very generous. Well, but that's the thing. Part of it is like, OK, you want to set up the game so that way you optimize, you create your luck.

Well, great engineering and speed and iteration are actually two different values. They're not necessarily at odds, but I think there are a lot of great engineering organizations that try to build things that are super high quality and have good competence around that. But there's a certain... personality that goes with taking your stuff and putting it out there before it's fully polished.

Well, great engineering and speed and iteration are actually two different values. They're not necessarily at odds, but I think there are a lot of great engineering organizations that try to build things that are super high quality and have good competence around that. But there's a certain... personality that goes with taking your stuff and putting it out there before it's fully polished.

And look, I'm not saying that our strategy or approach on this is the only one that works. I think in a lot of ways, we're the opposite of Apple. And clearly, their stuff has worked really well, too. But they take this approach. It's like, we're going to take a long time. We're going to polish it. We're going to put it out.

And look, I'm not saying that our strategy or approach on this is the only one that works. I think in a lot of ways, we're the opposite of Apple. And clearly, their stuff has worked really well, too. But they take this approach. It's like, we're going to take a long time. We're going to polish it. We're going to put it out.

And maybe for the stuff that they're doing that works, maybe that just fits with their culture. But for us, I think that there are a lot of conversations that we have internally where you're almost at the line of being embarrassed about what you put out. You want to put stuff out early enough so you can get good feedback. you obviously want to test things that are reasonable hypotheses.

And maybe for the stuff that they're doing that works, maybe that just fits with their culture. But for us, I think that there are a lot of conversations that we have internally where you're almost at the line of being embarrassed about what you put out. You want to put stuff out early enough so you can get good feedback. you obviously want to test things that are reasonable hypotheses.

So if it's so ineffective, then you're not testing a good hypothesis. That doesn't work. But I do think a lot of the conversations that we have are like, OK, well, we can get this to be a lot better if we work on it for another couple of months or whatever.

So if it's so ineffective, then you're not testing a good hypothesis. That doesn't work. But I do think a lot of the conversations that we have are like, OK, well, we can get this to be a lot better if we work on it for another couple of months or whatever.

I do just think that you want to really have a culture that values shipping and getting things out and getting feedback more than needing always to get great positive accolades from people when you put stuff out.

I do just think that you want to really have a culture that values shipping and getting things out and getting feedback more than needing always to get great positive accolades from people when you put stuff out.