Mark Zuckerberg

We talk about this concept of openness and transparency as the high-level ideal that we're moving towards at Facebook. The way that we get there is by empowering people to share and connect. The combination of those two things leads the world to become more open.

I think we basically saw that the messaging space is bigger than we'd initially realized, and that the use cases that WhatsApp and Messenger have are more different than we had thought originally.

I feel that the best companies are started not because the founder wanted a company but because the founder wanted to change the world... If you decide you want to found a company, you maybe start to develop your first idea. And hire lots of workers.

I always tell people that you should only hire people to be on your team if you would work for them.

We're very focused on making News Feed really good, making our photos experience really good, making messaging really good, and creating great location apps. That's the nature of a platform business of our scale. Most companies that are relevant to us will have some overlaps in some competitive way.

If you grew up, and you never had a computer, and you've never used the Internet, and someone asked you if you wanted to buy a data plan, your response would be 'What's a data plan, and why would I want to use this?'

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

I believe we have to nip Ebola in the bud before it spreads through Africa and to other countries.

You can use your real identity, or you can use phone numbers for something like WhatsApp, and pseudonyms for something like Instagram. But in any of those you're not just sharing and consuming content, you are also building relationships with people and building an understanding of people.

We're running the company to serve more people.

The biggest mistake we made as a company was betting too much on HTML5.

People like to talk about war.

When you give everyone a voice and give people power, the system usually ends up in a really good place. So, what we view our role as, is giving people that power.

Building a mission and building a business go hand in hand. The primary thing that excites me is the mission. But we have always had a healthy understanding that we need to do both.

What we figured out was that in order to get everyone in the world to have basic access to the Internet, that's a problem that's probably billions of dollars. Or maybe low tens of billions. With the right innovation, that's actually within the range of affordability.

Our role is to be a platform for making all of these apps more social, and it's kind of an extension of what we see happening on the web, with the exception of mobile, which I think will be even more important than the web in a few years - maybe even sooner.

I mean, we've built a lot of products that we think are good, and will help people share photos and share videos and write messages to each other. But it's really all about how people are spreading Facebook around the world in all these different countries. And that's what's so amazing about the scale that it's at today.

Move fast with stable infrastructure.

I actually don't read most of the coverage about Facebook. I try to learn from getting input from people who use our services directly more than from pundits.

My goal was never to make Facebook cool. I am not a cool person.