Mark Zuckerberg Quotes

Anyone who has actually had to take responsibility for consequences by running any kind of enterprise whether economic or academic, or even just managing a sports team is likely at some point to be chastened by either the setbacks brought on by his own mistakes or by seeing his successes followed by negative consequences that he never anticipated.

Building a product is easy. But building the company that builds the product is hard.

The point of an accelerator is to teach you about companies and business, not about technology.

I love building companies; I love making products.

We've tapped into a huge demand, and it's up to us to fulfill that demand and to be creative doing it.

The way to build billion dollar companies is to first build something people love. There isn't really a shortcut there.

My sweet spot is figuring out how to make a product that people love and how to refine it to make them love it more. All the rest is business noise.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

I've been good at product entrepreneuring.

I had an idea, I was passionate about it and I had to work hard to turn that into a big success and more products.

Good entrepreneurs can manage, but no one but an entrepreneur can entrepreneur, let alone help build and lead the world's community of leading social entrepreneurs and their top business entrepreneur allies.

Your Dream, Vision, Purpose, and Mission all come together when you bring products to market - so make sure you're bringing your best.

I think the biggest challenge over time is that we stay creative and making sure that we continue to launch awesome products that people love.

Sometimes, when you're building a company, out of necessity there's just a gazillion things you have to learn and figure out.

Fix a few things here, improve a few things there, launch a new feature every so often. That's coasting. And I don't want Basecamp to coast.

Taking risks and being focused, sometimes, are at odds. Both are required to build a great company.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

I knew that if I could create a quality product and find the proper retail outlets, it would be a great company.

I think of entrepreneurship as a way of creating value.

The marketplace is absolutely mercurial. But what I love about our company is that we create a vision, and then we go all in.

I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.

Most of what I learned as an entrepreneur was by trial and error.

If I'm setting up a new business I'll spend three or four months learning everything there is about that business, everything there is about that subject and then I will find good people to run it on a day-to-day basis, but whilst they're running it at least I know what they're talking about when they come back to me.

One of the best bits of advice I can give is, early on, when you're building a new business, try to find somebody to run it on a day-to-day basis to free yourself up to look at the bigger picture.

In the entrepreneurial world, when you launch a company, you have a particular idea, a particular product, a particular service, almost always you pivot, you shift. The market reacts to your initial idea. You make some adjustments. It's only after making a few adjustments that you see the success.