Mark Zuckerberg

The board of directors had no one technical on it. They had one dude on the management team who was the head of engineering who was technical, and everyone else wasn't. It's like, all right, if that's your team, then you're not a technology company. So I think one of the things that I've always been pretty careful about is I actually want...

The board of directors had no one technical on it. They had one dude on the management team who was the head of engineering who was technical, and everyone else wasn't. It's like, all right, if that's your team, then you're not a technology company. So I think one of the things that I've always been pretty careful about is I actually want...

like a lot of the people on our management team, it's like, you know, split, it's mostly people running either these big product groups who've come up through different technical pathways at the company. And I think that there's like a balance, right? It's like, you don't want everyone to be an engineer because there's other things that matter too.

like a lot of the people on our management team, it's like, you know, split, it's mostly people running either these big product groups who've come up through different technical pathways at the company. And I think that there's like a balance, right? It's like, you don't want everyone to be an engineer because there's other things that matter too.

But if you don't have enough of your kind of share of the company as engineers, then you're not a technology company. And I think that that also is important to the board. And I think it just like in terms of how you weigh decisions and culturally things inside the company matters a lot. But I think that that's one of the things that has been really fundamental, right?

But if you don't have enough of your kind of share of the company as engineers, then you're not a technology company. And I think that that also is important to the board. And I think it just like in terms of how you weigh decisions and culturally things inside the company matters a lot. But I think that that's one of the things that has been really fundamental, right?

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. Part of it is like, okay, you want to set up the game so that way you optimize, you create your luck.

But you're very generous. Part of it is like, okay, 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.