Produced by: Sina Technology
Compiled by: Fangfang
"I just think I will take more risks, which means I will make more mistakes. If you never make mistakes, then you may not have played your potential, right? You are growing up like this."
Facebook In the early days of his founding, Zuckerberg wrote his plan to rule the world in his notebook. Later, he destroyed these notebooks, but a few pages remained.
I first met Mark Zuckerberg in March 2006. At that time, I was the chief science and technology writer of Newsweek and was writing an article about Web 2.0. This concept believed that the next stage of the Internet would be an era of happy and highly involved individual creation. I heard that a social networking startup is very popular on campus. I want to know more about it, which may enrich my report. Fortunately, Zuckerberg, the co-founder and CEO of the company, was originally scheduled to attend the PC Forum in a resort in Carlsbad, California that month, and I was a regular guest of this forum.
We agreed to meet at the meeting place at lunchtime. In the midday sun, we sat side by side on the lawn next to a large and crowded round table. Along with him was Matt Cohler, who had just left LinkedIn to join Facebook. Because there were so many people, Kohler had to sit opposite us.
I frankly accepted the fact that Zuckerberg looks younger than his actual age of 21. Since I have been reporting on technology companies for a long time, I have met too many industry leaders with insignificant appearance. But what really shocked me was his reaction. I asked him a few questions about the company's planning, and he just stared at me without saying anything. He didn't seem angry or worried, but he just didn't respond.
I'm confused. Isn't this guy the CEO of Facebook? What does he think of me? Have I ever written anything that bothers him? Silence, or silence, time seems to freeze.
I looked to Kohler for help. He just smiled happily and nothing changed.
In order to break the embarrassment, I stammered to ask Zuckerberg if he knew about PC Forum, and he shook his head. So, as a regular visitor of the forum, I explained it as an important industrial cluster in the PC era. Here, Bill Gates and Steve Jobs met with a smile and fought secretly. After listening to my description, he seemed to become gentle, and finally opened the conversation box, briefly talking about the company he founded in his dormitory with 7 million users.
Although I didn't know it at that time, there were not a few people who were shocked by Mark Zuckerberg's trance silence. Andrew Bosworth, vice president of Facebook, once called this silence "Sauron's gaze".
Finally, Zuckerberg and his Facebook got four sentences in my cover story The New Wisdom of the Web. If I learned some stories that he didn't share with me at noon that day, it would be more than that.
At that time, Zuckerberg was entering one of the most productive periods in his life. A few weeks after I met him, he had an extremely ambitious vision for Facebook. In a notebook, he outlined his mission and product design, and discussed how a small company could become the most important public utility in the world. He described in detail two functional features called "Open Registration" and "Feed", which have brought great impetus to his company.
Zuckerberg found the focus of entrepreneurship in his notebook. There are countless seeds hidden in his notes, which breed all the success and failure of Facebook in the future. In the next ten years, Zuckerberg will implement all the plans he made in his notepad. Facebook has also transformed from a social networking website for college students into a dominant social media service. Its number of users is more than the total population of any country in the world, and it is developing towards having more believers than any religion. Zuckerberg's credo insists that more and more sharing is an inherent benefit. In addition to bringing people together, Facebook has also become a source of news, entertainment and even rescue information. The company realized its huge user base through advertising. Zuckerberg has become one of the richest people in the world, and his name has been branded in the legendary pantheon of PC forums.
Then the time came to the 2016 general election. Suddenly, people's dissatisfaction with the service turned into anger. Facebook's most cherished achievements in the past have become its biggest burden, and the huge number of users has become the evidence of Facebook's "hand and eye cover the sky". A platform that allows the "silent" to have the right to speak also gives the "devil" more evil power. It seems to be a double-edged sword of "oppression" and "liberation". Most importantly, Facebook has become a shocking privacy infringer: its long-standing advocacy of "sharing" is now regarded as a sugar coated bullet used to trick user data. The massive data information that we all provide intentionally or unintentionally has become the basis for the development of Facebook.
I have been following Zuckerberg since 2006. For the past three years, I have been writing about the history of Facebook. I interviewed him 9 times and found that he had adapted to the most challenging environment at present, but to some extent, he refused to adapt. The change in the public's attitude towards Facebook reflects the decline in the reputation of the technology industry itself, but the uniqueness of Facebook mainly stems from the personality, vision and management style of its founder. To understand Facebook, you must understand Zuckerberg.
This is not simple. Even he admitted that his public image has always been a kind of robotic indifference. After many conversations, he was relatively frank with me, but always reserved. He never forgot that I am a journalist, and he needs to protect himself and the company he founded.
But I did find a place where Zuckerberg was completely frank and undisguised about his Facebook, which provided us with crucial clues to understand him. This is the notepad he left in the spring of 2006.
In 2006, Zuckerberg was in Facebook's Palo Alto office Mark Zuckerberg grew up in a suburban neighborhood in Dobbs Ferry, north of New York, and loved to play games when he was young. One of them is the PC based strategy game Civilization, which inspired his desire to learn programming. Zuckerberg's parents, dentists and psychiatrists, hired a programming tutor for him.
Zuckerberg soon completed the computer science course of the local public school, and registered for a postgraduate course in the eighth grade. After the second year of high school, he applied to a private school to study more AP and computer courses. His parents want him to go to nearby Horace Mann, which is a very good preparatory school, but Zuckerberg prefers the more advanced Phillips Exeter Academy. His father once commented that he was "determined and ruthless".
Zuckerberg thrived at an advanced preparatory school in New Hampshire. In addition to being a computer expert, he is also the captain of the fencing team. He became interested in Augustus Caesar, an understanding ruler who had an untimely desire for power and conquest. Zuckerberg is still addicted to games. His favorite is Alpha Centauri, a classic turn based strategy game. In the game, players will embark on the journey of conquering outer space planets. Zuckerberg always plays the role of a quasi United Nations "peacekeeping force". The spiritual leader of the peacekeeping force is a member named Pravin Lal. He believes that "the free flow of information is the only guarantee against tyranny". Zuckerberg later signed his Facebook profile with Lal's words: "Beware of those who refuse to let you get information, because in his heart of hearts, he dreams of being your master."
Zuckerberg entered Harvard University in 2002, but he immediately ignored where he was. He spent a lot of time creating software products on a cheap wooden table in the public lounge of Suite H33 of Kirkland House.
Then came FaceMash, a program similar to "Hot or Not", which encouraged students to evaluate each other's appearance. In order to fill in the image database, he hacked into various protected university dormitory websites, and the Harvard Management Committee investigated him. It is reported that he is only one step away. People around him confirmed that he was strangely indifferent to this threat. At a "Goodbye, Mark" party, 19 year old Zuckerberg met his future wife Priscilla Chan.
His classmate Joe Green said, "He has real confidence." Once, Green went to dinner with Zuckerberg and Chen, and Zuckerberg suddenly rushed into a busy street. Chen shouted, "Be careful!" Green comforted her, "It's OK. Don't worry. His self-confidence will protect him."
Zuckerberg evaded dismissal, but this will never be the last time he tries to get rid of the consequences of his actions. In February 2004, he co founded Facebook. Cameron Winklevoss and Tyler Winklevoss, his classmates who hired him to help build social networking websites, finally filed a lawsuit against him. The twins and their partners have been brainstorming for more than a year, but apparently they did not act in time. They accused Zuckerberg of plagiarizing an idea that would have been very successful. They may have overestimated their idea of eventual abortion, but it is undeniable that Zuckerberg delayed the project of the two brothers for about two months until the prototype of his competitive product appeared. Even now, Zuckerberg still denies deliberately cheating: "I think I may be a person who avoids conflict." Facebook finally had to pay $65 million in cash and stock to settle the case. But that was in 2008, when the settlement amount was insignificant compared with the company's valuation of billions of dollars.
Facebook seems very attractive. Although Zuckerberg knew little about raising funds or running a business, these things happened naturally. By the end of 2005, Zuckerberg somehow got millions of dollars in capital. His early mentor Sean Parker promoted the development of things by introducing Peter Thiel, Facebook's first big investor. He assembled a group of experienced advisers. An early Facebook employee speculated: "Whether it's Peter Thiel or Sean Parker, these people think they are manipulating Mark. When I think back later, I found out how talented Mark was when he persuaded Sean Parker to raise funds for him. Mark thinks Sean is a sharp sword to solve a huge problem, which is to raise money."
The year I first met Zuckerberg, he lived in a one bedroom apartment, close to Facebook's office, which was located in several buildings in downtown Palo Alto. He always carries a notebook with him. Those who have visited his apartment may find that the mattress is on the floor, the kitchen is almost unused, and there are a stack of notebooks in the corner. Zuckerberg spent most of his time in the crowded and chaotic Facebook office. People can see him writing something in his rough, compact font with his head down. He outlined the concept of the product, drew a chart of coding methods, and expressed some of his own ideas. His notebooks are filled with text, project function lists and flow charts.
Zuckerberg doesn't do much coding anymore. He focuses on the overall situation. Notepad enables him to write his vision in detail. When Facebook engineers and designers come into the office, they sometimes find some copies of notepads on their desks. These copies may contain a list of signals for front-end design or for ranking algorithms. He is still looking for a way to communicate. These copied and distributed notepad contents often open a conversation between the recipients and their bosses. This form also injected a kind of inevitability into Zuckerberg's thought. Copied pages cannot be deleted, changed or forwarded in the form of infinite repetition. There are a lot of whiteboards in every office of Facebook. If you can't learn to erase the content, you can't survive, but Zack's paper notepad carries the holy decree of the Pope.
Most of these notebooks have disappeared and were destroyed by Zuckerberg himself. He said he did so to protect privacy. This is consistent with the feelings he expressed to me. He felt painful about exposing many early instant messages and emails after legal proceedings. He asked, "Do you want every joke you tell people to be printed out and taken out of context?". But I found that those early essays did not disappear completely. Some fragments that may be copied and shared by him show us his thoughts at that time. I got a 17 page notepad, which is probably his most important record of the development of Facebook. Zuckerberg named it "Book of Change".
The date is May 28, 2006. His address and telephone number are on the first page, and he promises to pay a reward of 1000 dollars if he gets it back. He even scribbled down a famous aphorism of Mahatma Gandhi of India, saying to himself: "If you want to change the world, change your body first."
The text content reveals the concentration and self-discipline of the notepad author, who has marked the date on almost every page. Some of the content seems to be generated in a burst of inspiration. A detailed roadmap and simple product screen sketch are drawn on three to four consecutive pages, without any content being crossed out.
In 2006, Zuckerberg and Facebook employees The book of change outlines two major projects to transform Facebook from a university social network to an Internet giant. On May 29, he started a page called "Open Registration". Before that, Facebook was limited to students. It was a closed community, and only students could browse your profile. Zuckerberg's plan is to open Facebook to everyone, and he details how a person creates an account. People will be asked whether they are in college, high school, or "in the world". He pondered over the question of privacy. Can you see the information of your second degree friends in your area? What about other regions? He wrote: "Maybe this should be anywhere, not just based on your geographical location. This will really make the website open, but it may not be a good idea at present."
He hopes that Facebook will eventually be fully open, but in this notebook, you can see that he is trying to deal with the problems that may arise from the opening. The difference between Facebook and other social networks lies in the assumed privacy provided by its closed settings. Open registration will open the door to the public. But will people continue to see Facebook as a safe place? When designing open registration, he asked himself the last question.
"What makes it look safe, whether it is really safe or not?" He seems to care about people's views on privacy as much as he cares about privacy itself.
The tension between expanding Facebook's boundaries and maintaining a tradition of privacy occupied Zuckerberg's mind and filled his notepad in other ways. He used three pages to describe what he called "Dark Profiles", which will be a Facebook page for those who have not registered with Facebook. This idea allows Facebook registered users to create Facebook pages for unregistered users. Registered users only need a name and an email. Once the profile is created, anyone can add information on it.
As stated in the Book of Change, "Dark Files" can be used as a tool to encourage people to register accounts, and perhaps remind people via email what information about them appears on Facebook. Zuckerberg realized that allowing people who don't want to go to Facebook to create profiles could raise privacy issues. He spent some time thinking about how to avoid this situation becoming "creepy". He mused that maybe dark files would not appear in search engines.
It is unclear to what extent this idea has become a reality. Katherine Losse, a former Facebook employee, wrote in her 2012 memoirs that she participated in a project in 2006 to "create hidden personal data for those who are not Facebook users but whose photos have been marked on the website". She recently told me, "It's a bit like Facebook's point-to-point marketing, targeting those who have friends on Facebook but haven't registered yet." Another early employee of Facebook also confirmed this, he said, Facebook brainstormed Zuckerberg's idea to allow people to create and edit dark files of friends like Wikipedia, but this idea was not implemented.
As early as 2006, Zuckerberg listed the potential benefits of implementing dark archives in the Book of Change. He mentioned user recruitment and data addition in the Facebook directory. He thought "this is very interesting and a bit crazy". Twelve years later, Zuckerberg was questioned in Congress about whether Facebook monitored users who did not register for the service. He avoided the question, but Facebook later clarified it. The company said that, for security reasons, it will retain some data for non users and show external developers how many people are using their applications or websites, but "we will not create profiles for non Facebook users."
Another thing Zuckerberg paid attention to in The Book of Change is the product he called "Feed". The trademark problem means that it will eventually become "News Feed". "Push" is a dramatic reflection on the entire Facebook experiment. In 2006, to view Facebook's profile, you had to jump from one page to another to see if your friends had updated their information. News Feed will present these updates to you in the form of streams and become the new homepage of Facebook.
In his notepad, Zuckerberg seriously considered what would appear in News Feed. The primary task of this product is to make it easier for people to judge which friends they contact through Facebook are important. "Interesting" has become an important criterion for judging the content pushed. He wrote in his notepad: "A story needs a background. A story is not only an interesting piece of information, it should be an interesting piece of information plus other interesting things, and why it is interesting."
Zuckerberg envisioned a three-tier structure to make the story more attractive, and imagined that people's driving force mainly came from a mixture of curiosity and narcissism. The first layer is "stories about you", and the second layer is "stories centered on your social circle". In the notepad, he listed some examples, which may include: changes in your friend relationship, life events, friendship trends (people come and go in your social circle), and "those who you may have forgotten but reappear".
The least important layer in the hierarchy is what he called "stories about things you care about and other interesting things". This category may include: "maybe interesting events", "external content", "paid content". Here, Zuckerberg outlined his vision of using News Feed as a personalized newspaper. Of course, the idea that Facebook may one day subvert the news industry itself is not included in his consideration at this time.
Zuckerberg has just started using this notepad. In the next few days, he enthusiastically outlined the idea of privacy and how Facebook would expand from college and high school to everyone, young and old. He described the design of a "mini feed" on his profile page, which will track users' activities. In essence, this is the paradise of trackers. He wrote: "Our idea is to make a person's life log, but not in a creepy way." He believed that people should be able to add or delete their own mini push entries, "but they can't close this service".
Once, his pen seemed to run out of ink, so he changed his writing tools. He wrote: "Honey, this pencil is better to use." Two pages later, he outlined what he called the information engine and the grand vision of Facebook.
Facebook makes people feel that they are using a future government style interface to access a database, and everyone's information is connected to it. Users need to be able to view information in any depth, and the user experience needs to feel "enriched". In other words, when you click on a person in the database, there will always be information about them, which will prompt you to go to their page or search them. We must make every search valuable and every link worth clicking, and then the user experience will be beautiful.
It seems to be Zuckerberg's pure pleasure to design Facebook for the future, but he also faced the greatest pain that year. At that time, the Internet giant Yahoo offered to buy Facebook for $1 billion. This is a huge number, and many founders will not hesitate to accept it, but Zuckerberg said no. Zuckerberg has been decisive and ambitious since Facebook exploded at Harvard. However, saying no to Yahoo also made him hesitant. After all, he is only in his early twenties, has little life experience and does not know much about advanced finance. He doesn't want to sell, but how can he be sure that things will really come to an end? Almost all investors and employees thought that he was foolish to refuse the money. What's worse, Facebook's growth has slowed down as its spread among college and high school groups has almost reached its limit. For investors and Zuckerberg's management team, this indicates that selling is an obvious choice.
He said to me in 2018: "I must have the impostor syndrome (33% of successful adults feel that their success is not deserved). I am surrounded by executives I respect. I think they know something about creating a company. They basically persuaded me to accept the acquisition."
He did accept the proposal verbally, but then Yahoo CEO Terry Semel made a tactical mistake and asked to renegotiate the terms because the company's share price had fallen. Zuckerberg took this opportunity to end the talks. He believed that the two products he mentioned in the Book of Change would make Facebook more valuable.
The executives who urged him to sell the company either resigned or were fired. Zuckerberg said, "Our relationship has broken down too much."
After Zuckerberg rejected Yahoo, he instead launched the key products he outlined in his book of change. After nearly eight months of intense preparation, News Feed was launched in September 2006. Its launch is a disaster, and the fuse is privacy.
News Feed is hitting your social group like a bunch of tabloids on the sidewalk. Every "friend" now knows whether you made a fool of yourself at the party or were dumped by your girlfriend. This is because Facebook threw information on their faces! More than 100000 people joined one of the many organizations on Facebook that requested the withdrawal of the product, and demonstrations took place outside the Facebook headquarters.
Inside Facebook, someone called to remove the product, but when employees analyzed the data, they found something amazing. Although thousands of users expressed their dissatisfaction with News Feed, their behavior was just the opposite. People spent more time on Facebook. Even anger at News Feed spreads through News Feed, because when your friends join in the opposition, Facebook will push the news to you, and the opposition organizations spread like viruses.
Zuckerberg did not panic. On the contrary, at 10:45 p.m. on September 5, he confronted people's complaints and wrote in a modest blog post: "Calm down, take a deep breath, we heard your voice." In the next few days, The News Feed team worked all night to strengthen the protection functions that the product should have at the beginning, including a privacy "mixer" that allows users to control who will see their push. Anger was quelled, and in a very short time, people became accustomed to the new Facebook. Facts have proved that News Feed is critical to Facebook's continued growth.
Zuckerberg seems to have learned a lesson from his first public crisis, but perhaps this lesson is not correct. He launched a product with serious privacy problems, which were discovered by users. Indeed, the crisis broke out, but rapid action and apology eased the situation, and people finally fell in love with this product.
"This is a microcosm of him and his company," said Matt Cohler. He left Facebook in 2008, but remained close to Zuckerberg. "Our starting point is good, but there were some mistakes in the middle. We admitted these mistakes, solved the problem, and then moved on. This is basically the way Facebook works."
Zuckerberg became the ultimate decision maker of Facebook. Sam Lessin, a Harvard classmate who later worked as an executive at Facebook, said that he had seen Zuckerberg make a decision that was different from others in a room many times. His opinion will prevail, and he is right. After a while, people began to accept that Zach's decision must be wise.
Zuckerberg wants to grow. As he outlined in Notepad, Facebook developed when people started sharing their information. He believes that, like news push, people will gradually see the value of this sharing. Facebook does provide privacy control, but like all software, the default rule is that providing privacy control is different from providing privacy. "What makes it look safe, whether it's really safe or not?"
In 2008, Zuckerberg was at the developer conference On many key decisions, there are many heated discussions within Facebook, and some senior deputies of Zuckerberg raised objections. In 2007, Facebook launched a feature called Beacon. When people buy things online, the function will quietly track them, and then spread their private purchase information by default. His team begged him to turn this function into optional addition, but an executive told me that "Mark basically vetoed everyone's opinion." Beacon was a disaster as expected. Later, he hired Sheryl Sandberg as the chief operating officer. Zuckerberg will become the king of engineering and take charge of everything Facebook has built. Sandberg will be responsible for everything Zuckerberg is not interested in, including sales, policies, laws, content review, and most security issues. Sandberg said, "It's very simple. He is responsible for the product, and the rest is left to me."
But Zuckerberg is still the final decision maker. In 2009, Facebook changed the default setting of new users from "friends" to "everyone", and suggested that the existing 350 million users do the same. In 2010, it launched the Instant Personalization function, which is an invasion of privacy and can provide more personal information to external application developers. Time and time again, Zuckerberg ignored his inner opposition and preferred Cheng Long and Competitive advantage rather than prudence and privacy security. The result was a series of hasty apologies, not to mention the FTC charges and a $5 billion fine.
A person who participated in many of Zuckerberg's decisions said: "Every leader has the right to issue orders, but when leaders continue to convince themselves that if everyone disagrees with their views, this is their right sign, they will fail."
In the late summer of 2016, Zuckerberg and I went to Nigeria together. He appeared in a technology entrepreneurship center in Lagos and greeted people there. "Hi, I'm Mark!" he chirped. He attracted everyone's attention: a local female businessman, Nigeria's entertainment star, and even President Muhammadu Buhari, who was particularly impressed by Zuckerberg's running on the city's public thoroughfare. Zuckerberg immediately became a national hero.
In retrospect, that was the heyday of Facebook. Two months later, Donald Trump was elected President of the United States. In the following years, Facebook made a series of mistakes: it was the carrier of the false information movement in Russia; It violates the privacy commitment to users, and users' information is obtained without consent; It once spread false information in Myanmar, leading to a riot and two deaths; It helped destroy the business model that supported independent journalism.
Zuckerberg's initial response to criticism is usually defensive. But when the wrong information could not be denied, the Congress called, and he returned to the mode of "bowing down to apologize and moving forward".
At least in public. Within the company, he adopted different strategies. In July 2018, Facebook's "M Team" (composed of about 40 senior leaders) held a regular meeting. As usual, at the team meeting, the executives will make a brief report and share their thoughts in work and life. Similar to "My child is ill and my marriage is over", Zuckerberg is always the last to make a speech. When it is his turn, he made an amazing speech.
He recently read a blog post by venture capitalist Ben Horowitz, in which the author defined two types of CEOs: wartime CEOs and peacetime CEOs. During the war, CEO faced survival threats and had to deal with them without mercy, which left Zuckerberg a deep impression. Since the election, his company has been attacked by critics, regulators and the media. He told the participants that in this case, he could be regarded as the CEO of the war.
He particularly emphasized a change. Horowitz said: "In peacetime, CEOs are committed to minimizing conflict, while in wartime, CEOs are neither addicted to consensus building nor tolerant of differences." Zuckerberg told his management team that as a wartime CEO, he would have to tell people what to do.
Indeed, Zuckerberg always makes the final decision. But now, he seems to be saying that he will take action more quickly, even if it means giving up talking in various forms before he makes a decision. Some people in the room think Zuckerberg is saying they should shut up and follow his instructions. But Zuckerberg disagrees. He told me the content of the statement: "I basically said to people, this is the mode I think we are in now. We must make a decision quickly, rather than let everyone participate as you usually expect. I believe that to make the progress we need now, we must do so."
I asked him whether the wartime CEO role was more stressful or more interesting for him?
Zuckerberg fell silent again, and reappeared "Soren's gaze".
He finally said, "You've known me for a long time. I don't do optimization for fun."
Shortly before the July 4, 2019 holiday, I met Zuckerberg at his home. The man sitting on the sofa opposite me is totally different from the 21-year-old boy I knew 13 years ago. He worked hand in hand with the president and dictator, and was separated by legislators and regulators. He accumulated billions of dollars of wealth, established a family, and funded the cure of difficult and miscellaneous diseases through the enterprise led by his wife. His company has done an unprecedented thing: bind almost one third of human beings in a network. Now, he is trying to mitigate his losses.
However, in another sense, he urgently needs to maintain the optimism and creativity of 2006. At that time, it was easy for him to do things, and he could change the whole world just by leaving a copy page of notepad next to the computer of developers and designers. He is determined not to let Facebook's attempt to repair itself hinder its ambition to achieve a larger vision.
We talked several times this year. When I asked him about Facebook's mistakes, he spoke frankly about his personal shortcomings. Maybe he should not avoid talking about the policy issues that will bring so much trouble to Facebook; Maybe it was right Twitter His passion for competition makes news too vulnerable to viral spam; Maybe he didn't pay enough attention to Sandberg's field. In his opinion, their division of responsibilities was reasonable at first... But now, he is determined to devote more energy to content optimization and policies.
But he believes that the bigger crime is cowardice.
He told me, "I just think that I will take more risks, which means that I will make more mistakes. In retrospect, we did make many mistakes in strategy and implementation. If you never make mistakes, then you may not play your potential, right? You are growing up like this."
When we talked in July, he admitted that some of the mistakes had already caused terrible consequences, but insisted that we must look into the future. He said: "It is understandable that some things are very bad, and people are very upset about it. If some countries try to interfere in elections, and if the Myanmar military tries to spread hatred, how can this be a positive thing? But just like the industrial revolution or other major social changes, these changes are very destructive, but in the long run, the positive side can still far outweigh the negative side. You have to deal with negative factors as well as possible. "
He added: "In the whole incident, I did not lose confidence. I believe that we are part of the Internet and a part of the broader history. But we do have a responsibility to ensure that we address these negative uses, even if they have not received enough attention until recently."
He still thinks that Facebook has done a good job, "I can't fail to do things that I think will help the world move forward". Some people think that he has caused no less damage to the world than anyone else in the business world. Facebook may have to change, but Zuckerberg believes it is on the right path.
When I was leaving, Zuckerberg sent me to the door. Earlier, I told him that I had saved several pages of the book of change he wrote in 2006. He stood on the steps outside the house and said that it would be cool to see it now. There is a scanned copy on my mobile phone. I opened the file and handed it to him.
Zuckerberg stared at the cover, on which his name and address were written, and promised that anyone who found it would receive a reward of 1000 dollars. His face suddenly lit up, "Yes, that's my handwriting!"
When he looked through the content, his face burst into a dreamy smile. He hugged himself when he was young. He was a big boy who had just become a founder. He was not familiar with regulators, critics and advocates. He was happy to associate his vision with a team that would turn these visions into software and change the world in the best way. This seems to be an irretrievable treasure.
It seems that he is not willing to return the phone to me, nor does he want to break this trance. But he finally did so and returned to his home.
Author: Steven Levy
Original link: https://www.wired.com/story/facebook-mark-zuckerberg-lost-notebook/
