Mark Zuckerberg

And there's a lot less pride and people dug in when you're just like, OK, I'm going to change direction. People haven't invested their ego in like, no, we were going in this direction. And now I must be convinced. It's like, nah. So I do think that that's a thing where you want to keep things lean and be able to do that. And that's one of the reasons why we tried to get the company back to it.

And there's a lot less pride and people dug in when you're just like, OK, I'm going to change direction. People haven't invested their ego in like, no, we were going in this direction. And now I must be convinced. It's like, nah. So I do think that that's a thing where you want to keep things lean and be able to do that. And that's one of the reasons why we tried to get the company back to it.

being whatever the leanest version of a large company is that we can be. But I do think that there's something to that, where it's like, obviously it's not super fun not having the resources to do what you wanna do, but I think it also is problematic. to have more people working on something than you should have for the stage that it's at.

being whatever the leanest version of a large company is that we can be. But I do think that there's something to that, where it's like, obviously it's not super fun not having the resources to do what you wanna do, but I think it also is problematic. to have more people working on something than you should have for the stage that it's at.

Because then the people who are working on it don't have the agency to actually make the changes and do the things that they need to, which is less fun. And then you can't attract the best people to go work on those things because it's less fun. And so I do think you just have to dial it right.

Because then the people who are working on it don't have the agency to actually make the changes and do the things that they need to, which is less fun. And then you can't attract the best people to go work on those things because it's less fun. And so I do think you just have to dial it right.

I mean, well, I think some of the stuff, by the time you're at the scale that we're at, is also just about, like, what do you want to do over the next 10 to 20 years? And what do you think are going to be important?

I mean, well, I think some of the stuff, by the time you're at the scale that we're at, is also just about, like, what do you want to do over the next 10 to 20 years? And what do you think are going to be important?

And, you know, we were talking about, like, making your own luck and all that and how, you know, it's like, I think there are some broad strokes that we can have a sense of where things are going. I'm pretty sure glasses and kind of, like, holographic presence and AR is going to be a completely ubiquitous... product, right?

And, you know, we were talking about, like, making your own luck and all that and how, you know, it's like, I think there are some broad strokes that we can have a sense of where things are going. I'm pretty sure glasses and kind of, like, holographic presence and AR is going to be a completely ubiquitous... product, right?

It's just like everyone who had a phone before replaced it with a smartphone, and then a lot of more people got smartphones. If all we get is all the people in the world who already have glasses upgrading to glasses that have AI in them, then this is already going to be one of the most successful products in the history of the world. And I think it's going to go a lot further than that.

It's just like everyone who had a phone before replaced it with a smartphone, and then a lot of more people got smartphones. If all we get is all the people in the world who already have glasses upgrading to glasses that have AI in them, then this is already going to be one of the most successful products in the history of the world. And I think it's going to go a lot further than that.

So I know there's that. There is the thing about controlling our own destiny. It's strategically valuable.

So I know there's that. There is the thing about controlling our own destiny. It's strategically valuable.

We did this calculation or estimate at some point where it's like, how much money do we lose from our core family of apps to the various taxes that the platforms have to when they tell us we can't run the ad business the way that we think we should be able to, when they tell us we can't ship certain products so that way people use the things less or like them less.

We did this calculation or estimate at some point where it's like, how much money do we lose from our core family of apps to the various taxes that the platforms have to when they tell us we can't run the ad business the way that we think we should be able to, when they tell us we can't ship certain products so that way people use the things less or like them less.

It's hard to exactly estimate it, but I think we might be twice as profitable if we own the platform or something. So I think from that perspective, that's worth a lot. Just from a pure dollars perspective, which is not primarily how I come at this stuff. But even now, I've learned a thing or two since the Yahoo days.

It's hard to exactly estimate it, but I think we might be twice as profitable if we own the platform or something. So I think from that perspective, that's worth a lot. Just from a pure dollars perspective, which is not primarily how I come at this stuff. But even now, I've learned a thing or two since the Yahoo days.

So now I at least am able to like, I might not be able to convince all the investors that we should be investing to the extent that we are in Reality Labs if I didn't control the company. But at least I can sort of articulate a case for why I am confident that it's going to be good over time. But for me, it's always been way more about the product experience and what you can enable and build.

So now I at least am able to like, I might not be able to convince all the investors that we should be investing to the extent that we are in Reality Labs if I didn't control the company. But at least I can sort of articulate a case for why I am confident that it's going to be good over time. But for me, it's always been way more about the product experience and what you can enable and build.