Mark Zuckerberg Quotes

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

You know, you try to move the Brussels bureaucracy, and unless you have some capacity to really break it, you can't move it. It just sits there and stares at you.

It's time to refocus our global fight against terrorism. We must move away from the Iraq-centric policies that are draining our resources and focus on Al Qaeda and its affiliates who are reportedly operating in some 60 to 80 countries around the world.

It follows that acceleration in the rate of change will result in an increasing need for reorganization. Reorganization is usually feared, because it means disturbance of the status quo, a potential threat to peoples vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganization is often deferred. With a resulting loss in effectiveness and increase in costs.

I mean, look, the government is not a startup obviously. But projects to change government I think are best thought of as startups.

I understand that and I have had very candid discussions with Saudi leaders in the past. I respect their culture and their heritage and their traditions, but I think that they now, as they move forward, will have to start examining these traditions and these practices to see whether or not change is appropriate.

If you have to conduct layoffs, which is always a regrettable thing, there's kind of three things that are very important. One is to communicate well with your employees in order to help them understand why it is you're doing, and how. Second is to make sure that the employees who are part of the go forward, understand kind of what happened and are not like the ground doesn't keep moving. It's like, okay, we did that, we're moving forward, here we go. And then for the employees that you unfortunately have to let go, try to provide as much support for them as possible.

We need a game plan to deploy it very quickly to both move the economy forward and create the new businesses and jobs, and address climate change. It's a pretty big task. Pretty challenging.

We find that when we make an acquisition, or we have a hiring experience, that's one of the hardest things to change. If you've been working for a company where you didn't dare challenge your boss, or what's politically correct in the company, then it affects your career.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

Developing a compiler was a logical move; but in matters like this, you don't run against logic - you run against people who can't change their minds.

Company culture is a religion, not a sermon.

Obviously, technology is moving and reshaping itself, radically, every day. We're all capable of answering that question within ourselves. Would you do it for the person that you love? Would you be married to a hard drive, essentially?

I would love to see all open-source innovation happen on top of Windows.

In programming when you're making a change you have to know all the affected places, and you have to be able to model in your head what the performance impact will be.

If you want to find out how strong a company's ethics are, don't listen to what its people say, watch what they do.

You can't move so fast that you try to change the mores faster than people can accept it.

Creating Change - The first step to creating any change is deciding what you do want so that you have something to move toward.

Create the kind of workplace and company culture that will attract great talent. If you hire brilliant people, they will make work feel more like play.

With software, you really can replicate and do a lot of very real and active development in parallel, and actually try it out and see what works.

You guard against decay, in general, and stagnation, by moving, by continuing to move.

Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.

We used to write this down by saying, 'move fast and break things.' And the idea was, unless you are breaking some stuff you are not moving fast enough. I think there's probably something in that for other entrepreneurs to learn which is that making mistakes is okay. At the end of the day, the goal of building something is to build something, not to not make mistakes.