第一篇：facebook 演講稿

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1看到這張圖片，你們想到了什么？

這就是我今天要為大家介紹的一家社交網站，**目前，這家網站在全球擁有8.45億活躍用戶

**同時他又是美國排名第一的照片分享站點，每天上載850萬張照片。這個數字甚至超過了專業(yè)照片分享站點，如Flickr。

**2010年3月，在美國，這個網站的訪問人數已超越Google，成為全美訪問量最大的網站。**2010年6月，他成為了全世界最大的社交網站。

**在2010年世界品牌500強中，他超越了微軟，位居第一。

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2**有些同學可能已經猜到了，這就是 facebook，中國譯名為 臉譜

**Facebook于2004年2月在哈佛大學成立，僅僅到了月底，半數以上的哈佛本科生已經成了注冊用戶。

之后，網站被推廣到麻省理工學院、波士頓大學和波士頓學院。到4月，就囊括了所有長青藤院校和其他一些學校。

**2005年12月11日，澳大利亞和新西蘭的大學也加入了Facebook，至此，Facebook中共有超過2000所大學和高中。后來，德國，以色列，香港，臺灣等地的學校陸續(xù)加入，隊伍更加龐大。

2006年9月11日，Facebook對所有互聯網用戶開放，有數據表明，2011年，僅在香港地區(qū)Facebook用戶人數就達到367.36萬，即每兩個香港人中，就有一個擁有Facebook帳戶。

**在今天，Facebook全球注冊用戶超過10億，活躍用戶達8.45億。

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3**說到facebook，就不得不提一提他的創(chuàng)建者：馬克 扎克伯克

**扎克伯克，1984年5月14日，出生于美國紐約州，家境不錯，所以他有大把精力和資本去折騰，再加上天資聰明，所以電腦玩得很溜。

**在扎克伯格高中時代，微軟與美國在線 就已經想要招攬并訓練他，不過扎克伯格仍選擇進入哈佛大學學習。

起初，他在哈佛大學建立了一個網站，放上兩張男生照片和兩張女生照片。讓瀏覽者選擇哪一個更受歡迎，并且根據投票結果來排名。這位同學還黑掉了學校的服務器，為的就是弄到幾張照片，但是這個競賽只進行了一個周末，到周一早晨，就被校方關閉，因為哈佛的服務器被灌爆，因此不準學生進入這個網站。此外，很多學生也反映，他們的照片在未經授權下被使用。扎克伯克為此公開道歉，并且在校報上公開表示“這是不適當的舉動”。在此同時，有些學生要求把扎克伯克出于好玩的這個網站發(fā)展成一個包含照片與交往細節(jié)的校內網站。他聽到這個消息后非常高興，并且決定如果學校不干的話，他要干，他將會建一個更棒的網站。

**就這樣，2004年2月24日在哈佛大學的宿舍里，發(fā)起了Facebook這樣一個以照片為核心的社交網站，大大拓展了學生的交流，學生們可以列出彼此的基本資料，比如班級、學年、交友偏好、電話號碼等。

**2010年12月，扎克伯格憑借facebook被《時代雜志》評選為“2010年年度風云人物”。截止2011年，他的個人資產估計為135億美元。

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4**像扎克伯克這樣的人物，我們現在有一個新的定義——GEEK **什么是GEEK？GEEK就是指那些保持好奇心，不斷嘗試創(chuàng)新，內心始終希望這個世界因為有自己的存在而變得有些不同的人。

**能稱得上極客的人物一定擁有強大內心和堅定目標，比如 電腦業(yè)界與娛樂業(yè)界的標志性人物，MAC電腦、iPod、iPhone、iPad等知名數碼產品的締造者。曾七次登上《時代雜志》的封面，被認為是當時全球最為成功的計算機科學家以及商人之一。2007年，被《財富》雜志評為了年度最強有力商人。他極大地影響了硅谷風險創(chuàng)業(yè)的傳奇，將美學至上的設計理念在全世界推廣開來。沒錯，蘋果教父 蘋果公司聯合創(chuàng)始人、前行政總裁 史蒂夫·喬布斯

還有13歲開始編程，并預言自己將在25歲成為百萬富翁；一個商業(yè)奇才，獨特的眼光使他總是能準確看到IT業(yè)的未來，獨特的管理手段，使得不斷壯大的公司能夠保持活力；他的財富更是一個神話，39歲便成為世界首富，并連續(xù)13年登上福布斯榜首的位置，他就是著名電腦科技公司 微軟創(chuàng)始人、前總裁、首席軟件設計師

比爾·蓋茨

互聯網搜索、云計算及廣告技術巨頭google創(chuàng)始人拉里·佩奇和謝爾蓋·布林。一個是美國密歇根大學榮譽畢業(yè)生，是密歇根大學工程學院的國家顧問委員會（NAC)的成員，曾獲《研發(fā)雜志》 “年度發(fā)明家”，并在 2004 年入選國家工程學院。

另一個由于“領導索引和檢索等有關搜尋系統的快速發(fā)展”，獲選進入了美國國家工程學院，這是“在工程師中最高的榮譽”。2003年，這兩人因為“具體表現了企業(yè)家精神，以及展現創(chuàng)建新公司的動力”，獲得西班牙皇家研究院的企業(yè)管理碩士名譽學位。2004年，兩人收到了馬可尼基金會的“最高工程獎”，并被推舉為哥倫比亞大學的董事。

以及世界上最大的數據庫軟件公司Oracle（甲骨文）的CEO勞倫斯·埃里森等等。

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**不管是喬布斯，還是比爾蓋茨，他們都有一個共同點

**這些也是他們成功路上必不可少的： **出色的技術

**再加上敏銳的洞察力，**以及永不停歇的創(chuàng)新精神，才是這些GEEK們改變世界的支點。謝謝大家。

第二篇：Facebook CEO-MarkZuckerburg 在Stanford的演講稿

So when we're designing stuff, we look not necessarily just about what any given users going to experience but what's going to be better for the whole community and the whole product.And i main, it's probably a lot of this straight-ups are going all over the place in a product.Probably the most what you see every day is that you can't see the profiles of people at other schools.That's a really a major trade-off in the application.For those of you who aren't familiar with this, we split up the user base by what school they go to and we make it so that people at a given school can only see the profiles and contact information of people at their school.And the reason for this was mostly to, because we realized that the people around you, at your school, are the people who you want to look atmostly anyway.And if we made the space too broad and let anyone see your information, then that probably fine.I main, look up some people but you also probably not look up your cellphone.More than a third of people on Facebook have their cellphone up there and that's something that's useful for the application.So in designing it, this was a trade-off that we made.I kind of thought of what was wrong.I said, well, what would be more useful ? Would it be better for people to be able to see everyone and maybe not fell like this is a secure environment in what they can share their interests and what they thought and what they care about ? Or would be better that more information and more expression was available but to a smaller audience which is probably the relevant audience for any person? So, there are a lot of decisions like that, that are getting made and a lot of them gut level.So i main, we tired to be as academic about it as possible in trying to think rigorously through the different results that will guide if we go to different directions.But a lot of it is just like you define your objective what you're going for.In this case, to optimize for the best of the whole community and the whole user base and over the long term and that's important too, your long ever short term.And then, you just kind of operates and do what you think will be best along that line.When i started off i was programming for Sygen and i wrote the first version.I main we haven't, we don't really have a second version which is constantly....So i guess for most of last school year i just worked on scaling and kind of trying to make it keep up with the increasing load and trying to make it so that we can expand more, adding more schools, And we're kind of making infrastructure all that stuff.But as time is going along, we were also kind of opportunistic.We hired people who we thought were really smart and for also last year we were just a few guys working around my kitchen and that was pretty fun.But i guess around in February, we got an office and then we kind of take all these people who we're been hiring and brought them into one space, which is interesting, because that for the first time, i kind of looked up and just like, wow , you know i have a team of engineers here and like a lot of smart people who can start building a lot of stuff in a different way that is currently being done.You know, i main right now it's me and whoever it was and me and my roommate Dustin and just come sitting there work serially on a new project and then finishing it.And then planning how on doing the next project.And with like little help from the other people who are around but trying to figure out how to manage the transition from doing that most especially within the period of one of the people's programming.Just way, OK, we have eight real intelligent people here.What's now the most efficient use of people's time, like how can people maybe working stuff not serially but i didn't say someone's working on launching a high school product over here and someone else is working on the photos and someone else is working on the thing every launch next to each, you know.What's , like what's the most efficient use of people? I mean, so that's kind of an interesting problem and then it's something that i don't really kind of get inside for you guys.I mean i'll maybe have to check that in the years.But, but i think that one thing that Jim was getting at was sort of the dynamics between people and the dynamic of managing people and being CEO in the company is a lot different than being college roommates with someone and when you go into something and your expectations for that, you know this is going to be a site of maybe a few a thousand people around and you they got dropped out of school to come out to California to work with you, it just kind of changes things off.And i don't know i think that it definitely, you kind of have to think it like a higher level about how the landscape is playing out and in terms of like, you need to normally have engineers you can directly work on the products that you're working on but then you need to start having a finance department or something that's i'd never thought that i would never need, you know, in terms of running a website in order to power the infrastructure or just having a 20-or 30-person engineering team.And then, so ok , so we have all these people then, like how to you come watch what they're dong and i'm not trying to control too much what they're doing.These, they are all really smart people, which is why we brought them and we want to leverage the fact that they have a lot of really good ideas and can do a lot of the stuff themselves, but how you make sure that it's conforming to standards, you know.Or that it's being done well enough both from product perspective and engineering perspective.So i think that they stole our thought.The two most important things that i look for are : number one is just raw intelligence, right? Because you can hire someone who is a software engineer and he's been dong it for 10 years and of they're dong it for 10 years that's probably that they're dong for their life, you know, and i mean that's cool.But there's somethings that , that person can do and they're definitely useful in an organization and can do a lot of stuff.But if you find someone who is raw in intelligence exceeds theirs but has 10 years lots of experience then they can probably adopt and learn way quicker.You know, and within a very short amount of time be able to do a lot of things that(that)person may never be able to do.And so, i think that's the most of important thing that i look for.And the second is just alignment with what we're trying to do.So i mean, people can be really smart or have skills that are directly applicable but if they don't really believe in it, then they're not going to really work hard and they're not going to even if they're smart guy who doesn't have the relevant experience, they're not going to care enough to develop the relevant experience in order to succeed.So i think that the best people who i've hired so far have been people who didn't really have that much engineering experience.I hired a couple of electrical engineers out of Stanford's new programming staff and they had very little programming experience going in but just really smart, really will to go at it, and the guy who just work photos was one of those guys, and if you're will to just go and so whatever it takes to get photos out, then they you're probably more valuable than someone who's just a career software engineer.So those are things that i'm looking for and why i would rather look for people in college.When you are running a site and you're four people, are on the kitchen table, your operating expenses are relatively low.So traditionally, what we're done was we had a very small sales force and we sell some ads.You might see them on the site and we just keep our operating expenses low so far and by doing that, we've been able to stay cash flow positive for basically the entire existence of the company.After we took some from these guys, we decided that it is OK to go a few months in cash flow negative while···But very barely cash flow, Yeah, at a point, you know.Losing like a $100,000, not million, but now we're back.And we do a lot of page views, i think that it's not something that you really think about because you probably just think about this as a Stanford site.But everyday, we got more than 200 million page views.I think recently were up to 230 million.By the end of, like two weeks from now or so, we're going to pass Google in page views.And that's a lot, right? You don't normally think about it in that kind of application.Like, i think, you know, i was pretty surprised when i heard that.But when you have many page views and that many people spending much time on the site, you can monetize it pretty easily just by putting matters on there.The revenue, we're generating over a million dollars a month in revenue, and well more, and that way covers our expensives and we're not even doing anything cool yet.I actually studied Psychology in Harvard, not computer science.Although a little bit of computer science.I've been programming since i was ten.And i think it kind of like went, kind of reach the point where it's my intuition now.I'm not really thinking that much about it consciously.So that was pretty good.And then, i mean when i started thinking about all the people issues and doing Psychology, it was like being in the university interacting with lot of people that it kind of occurred to me that.This would be something i was interested in and like i knew how to do it so i just did.I mean, it took me like a couple of weeks there, even less, putting together the site.And i remember that by the time i was done putting together the site, i had no idea how successful it could be.And i was actually thinking that after day in and day out, i had different idea that i wanted to do and i was going to scrap it after that.So i'm happy that i didn't do that.So i think that it's more like how you spend your time doing stuff to have an answer than like something that i've learned specifically from college.I made a ton of random things when i was at Harvard and most of them no one ever saw.A lot of them just weren't meant for people to see.And there are thing that i made for myself because i thought they'll be cool.I used to make stuff like the natural language interface to play my MP3s.Or a thing i made before, this was a HotOrNot program out of everyone's IDs at Harvard that almost got me kicked out.So i don't know, i actually spend a long time random stuff.I think that that definitely made it.So by the time it came, more like, by the time i came to meet this random project that was pretty well change where it's making that, you know in terms of managing this whole process, nothing.Like i have no idea what i'm doing, you know.Mark has a skill which, a number of skills, which one rarely sees in an entrepreneur no matter what the age is.He's a great listener and he learns by listening.I'm still stunned to see how many entrepreneurs come to our offices in Palo Alto and it's all output and there's no thoughtfulness.And it is amazing that the very best entrepreneurs are very proactive.They're very courageous.They deal with tension.But they're great listeners and then they translate that into interactive learning and the organizations tend to be great listening organizations.And Mark is extraordinary that way as we many of the best entrepreneurs or executives that we've met.There is also the constant creative tension around experimentation and making sure everyone in the organization feels it's better to experiment fail and then move on and experiment again than to not do that.And in something like a consumer internet company like Facebook, that constant real time interaction and experimentation is something that the very best entrepreneurs do.They have the passion.They have an innate feel for it and it happens organizationaly that it happens from a leadership standpoint.That's something that can to some extent be taught.It can be honed but those are some of the skills for a consumer internet company and one that is growing this quickly that is just essential.And it needs to be embodied in the entrepreneur.That's something that we see again and again and it's remarkable how little common sense is often applied.If somebody just steps back and truly listens and watches the customers rapidly iterates, good things need to happen.One of the most interesting questions we continuously ask ourselves at Accel over the last year and nine months why didn't we see the Facebook earlier? I think it's a remarkable dynamic that Mark started this company in 2004 and that first generation the first nine a ten years of the Internet did not have a Facebook-like company that was thinking through it in a simple way.Sometimes it's remarkable for all of us if we try to be very prepared-mind-oriented, very proactive around where the most interesting opportunities.It's often these very simple but powerful ideas that really take off.And there's some other ideas like that where we step back and really try to understand these investors and hopefully partners with entrepreneurs.Where do we see the most compelling next generation ideas? And it's usually something that's very simple that's embodied in the personality of an entrepreneur.A lot of the stuff that goes on with the company is really organic right now and isn't necessarily formalized.Although, maybe it will be in a short period of time as we continue to grow.I think that as organizations grow, a lot of the issues and structure that's put in place is put there because a comfort level breaks down and people communicating freely in a way that they can when they're friends.And if you're working with your friend, you can tell him or her whatever you're thinking and it's not going to offend him or her and they'll probably comprehend it similarly to how you imagined it in languages that really are a perfect idea of transmission vehicle.And i think that along that stuff, take 20% of your time to go put into action an idea that you might have, is necessary in a large organization where people can't necessarily speak the same language or ideas can't get out freely.So i think one of the things that i do focus on at Facebook is making sure that culture is very friendly and that people hang out.So instead of having 20% of people's time spend on their own projects, i make people hang out with each other.I mean, i don't make people be friends with each other but i mean, you know.What's up ? So i think that by doing that, i can't force you to hang outside of work, but i can make it so that people are more with each other and can communicate more freely.This isn't really a formal thing i put in place.This is like kind of my answer at the top of my head.So i guess, by doing this we kind of create a culture where people just talk to each other about stuff and get what each other is thinking more clearly than they would if the organization is more bureaucratic or if like people wouldn't be heard.Since people are always talking, ideas get down stuff each other and then eventually, someone starts making something, and then we're done.The two things that you focus on are maintaining what you have now that's good and growing, all right? What we have now is a pretty good utility.And then, going back to the first question that you ask me, what's the thing that i measure the most? It's that 70% of the people come back to the site everyday and making sure that that remains, not just because we're doing some gimmicky thing.But i mean, if you launch a feature, obviously retention is going to go up.Alright, so i mean,retention has been up recently because of the photos.But focusing on things that are sustainable and scalable so that when we launch more schools or go into the next market or whatever we do, we're going to set ourselves up to have the same success that we've had without hurting our self in the current position.Mark is incredibly good at keeping the bar very high on new hires.When you're quadrupling in size in terms of people, there's always a tendency.You see it again and again and i know Tom Byers and many of you in the audience always talk about quality of people and maintaining the bar.But in practice, it's really easy to say this person doesn't match in there but does match up along so many dimensions.It would takes six moths to find the right person.And Mark has been extraordinary, as a leader, in maintaining a very high bar and at times walking alway from people who are receiving outstanding recommendations but either don't fit from a cultural stand point.Or they're not going to scale and they'd be the wrong person a year or two from now.And that is certainly, as an investor and board member an ongoing challenge.How do you deal with that trade-off where you absolutely need an ad sales force but at the same time, if one person at a time, you just can't say let's go out and hire five good engineers or five good ad sales people and not have them be great? Because the B+ or A-people, you know it, they'll hired B's and B minuses.And this a time in the company where you just have to aspire with each hire to get an A rate plus person and it's easier said than done.I think that is one of the fundamental ongoing challenges.

第三篇：facebook招聘信息

傳Facebook來華招聘 名校大學生“春心蕩漾”

盡管還沒有正式在華開展業(yè)務，但Facebook已經開始計劃先從中國網羅人才。

上周，清華大學計算機系研三學生劉鵬（化名）就收到了朋友轉來的一則關于Facebook的招聘信息。

這封招聘信息稱，Facebook今年將在全球招收約900位全職軟件工程師，赴美國加州或西雅圖工作。其中大部分將從南京大學、清華大學、上海交大、復旦大學還有浙江大學這五所知名高校中選拔。

看上去，Facebook對于工程師的招聘和普通IT企業(yè)沒什么兩樣，如要求有計算機科學學士/碩士/博士或相關專業(yè)畢業(yè)、熟練使用C++和（或）Java、熟悉perl或者PHP或者python、熟悉關系數據庫和SQL等。但應聘考核非常嚴格：應聘者首先要經過兩到三輪的電話面試，以及三輪現場面試和兩輪編程技術考核。

不出意外，Facebook的報酬方面相當可觀，大約是國內知名IT公司的10倍左右，表現優(yōu)異的話，現金股票加起來有的可高達20萬美元；其他福利和Google差不多，而且員工可以辦赴美工作簽證甚至獲得美國綠卡。

這封招聘信中還極具鼓動性地寫著：“這種IPO的公司入職越早拿得越多。”

目前，各種版本的Facebook招聘廣告已經出現在不少高校的BBS上。在南京大學小百合論壇上，一位自稱目前就職于Facebook的網友“serapherny”發(fā)帖稱，“Facebook今年要來中國做校園招聘”，公司此舉并不是為了“在中國開分店”，而是由于美國本土的人才已經不能滿足發(fā)展需要?！罢械降娜艘ゼ又莼蛘呶餮艌D工作”，Facebook則會負責安排包括機票、親屬和身份證件在內的相關事宜。并稱招聘會的細節(jié)將在五月份揭曉。

網帖中還留下了Facebook負責此次招聘的工作人員的聯系方式。但昨日《第一財經日報》記者按照上述聯系方式與對方聯系時，始終未獲回應。

目前，上述五家大學并沒有公開表示接到Facebook校園招聘的合作通知。有媒體報道稱，浙大計算機學院一名工作人員表示，雖然招聘屬實，但Facebook公司沒有和學校聯系，此事是某畢業(yè)的校友通知的。目前，浙大已經有不少學生到校咨詢。

Facebook在華大舉招聘的信息，也吸引了不少互聯網企業(yè)IT技術人員的注意。人人網一位工程師向記者透露，他最近也曾收到一些Facebook招聘信息，不過他認為，盡管招聘信息寫得簡單，但“Facebook肯定對許多東西有較高要求”。

但與大學生的反應不同，這則消息并沒有大范圍在他身邊的技術圈中掀起波瀾?！斑@個消息應該對那些英語好的應屆畢業(yè)生還有吸引力，現在我們成家立業(yè)的顧慮太多，都不太在乎這些了?！?/p>

兩個月前，Facebook剛剛被企業(yè)評估網站Glassdoor評為2012年科技行業(yè)最佳雇主企業(yè)，谷歌、蘋果緊隨其后。該項評選的考核指標包括員工薪酬和福利、工作勞逸平衡情況、員工晉升的機會以及企業(yè)CEO的工作完成情況等。Glassdoor稱，在員工滿意度方面，Facebook的得分為4.3（總分為5分）。許多員工表示，在Facebook工作很有競爭性，但報酬豐厚且適于工作。Facebook的一位員工表示，盡管工作量很重且壓力很大，但這可能是員工最喜愛同時又最難的工作。Facebook通常會給予員工很高的自主權，員工們頗受公司重視且肩負著較多的責任。Facebook的工作氣氛有趣而嚴肅，許多員工表示很幸運能在Facebook工作。

能夠在世界頂級的SNS企業(yè)工作，是包括劉鵬在內的不少“技術男”的夢想。但“心動和行動畢竟不一樣”。劉鵬對記者說，“身邊大多數人抱的心態(tài)應該是這樣，可以試試，不抱希望?！?/p>

劉鵬向記者坦言，如果去海外工作，盡管平臺和薪資非常有吸引力，但是自己的能力、英語水平以及中西方文化差異等等，需要考慮的因素太多。當記者問他身邊的同學是否有興趣發(fā)簡歷時，他說，這不好說，“這事一般都低調地辦?！?/p>

有消息稱，Facebook準備在中國大陸舉行第一次校園招聘會。

在易觀國際分析師董旭看來，名校人才本就更受外資企業(yè)的歡迎，如果Facebook確實計劃來華大規(guī)模地招聘人才，或許與Facebook看重中國市場有關?！癋acebook的IPO基本上還在順利進行，如果成功上市，需要對股東有良好的業(yè)績交代，而業(yè)績很大程度上取決于用戶數量及財務收入的良好增長。但目前，盡管Facebook在海外市場的規(guī)模達到一定數量級，但進入中國市場應該只是早晚的事?！?/p>

而Facebook創(chuàng)始人馬克·扎卡伯格（Mark Zuckerberg）也對中國市場表現出志在必得的決心。在此前的一次公開演講中，他直言“如果你遺漏了13億人的市場，還如何能連接整個世界?”此外，他每周三五都抽出兩個小時學習中文，了解中國文化和價值觀。他還有一位華裔女友。

公開資料顯示，在2010年底，扎克伯格曾訪問中國，與百度、新浪和中國移動、阿里巴巴等公司的高管碰面。而記者從國家工商總局商標系統查詢顯示，以申請人“FACEBOOK，INC”注冊的商標達68個之多（包括存在異議的商標），包括英文商標THEFACEBOOK”、“FACEBOOK”、“F”、“F8”等以及中文商標“菲絲博克”、“飛書博”、“臉書”、“臉譜”等，范圍涵蓋社區(qū)網絡、照片分享、軟件、搜索引擎、電子雜志、游戲等。

第四篇：Facebook效應 感想

敢于做夢

——《Facebook效應》

有人說Facebook的故事，就是一群非常聰明，追求完美的人在一起做一個事業(yè)，不僅為了錢的回報，更為了一個使命：改變這個世界。

最開始了解到Facebook創(chuàng)始人馬克·扎爾伯格這個人并不是通過這個現已開創(chuàng)網絡新時代的社交網站，而是一部以他的經歷為藍本的傳記電影“社交網絡”。電影里這位富有才華，不羈出格的哈佛天才“馬克”給觀眾留下了深刻的印象，更贏得了本對這部電影不抱期待的馬克本人的高度贊譽，認為他自己被演繹的很出色。

電影中，“馬克”不分時間場合永遠穿著明顯過大的衛(wèi)衣，腳踩一雙拖鞋；在電腦方面自信甚至于自負，對于別人的質疑指責給予毫不留情的反駁；漠視規(guī)則，行為出格，只遵循自己的原則；一切以Facebook為重，甚至不惜傷害最好的朋友......這也是現實中的馬克嗎？帶著好奇，我翻開了《Facebook效應》。

實際上，馬克·艾略特·扎克伯格于1984年出生，在美國紐約州白原市長大，從小就是個電腦神童。高中時，他便為學校設計了一款MP3播放機。之后，很多業(yè)內公司都向他拋來了橄欖枝，包括微軟公司。但是扎克伯格卻拒絕了年薪95萬美元的工作機會，而選擇去哈佛大學上學。

他的事業(yè)正正起航于哈佛。在上哈佛的第二年，他侵入了學校的一個數據庫，將學生的照片拿來用在自己設計的網站上，供同班同學評估彼此的吸引力。黑客事件之后不久，他就和兩位室友一起，用了一星期時間寫網站程序，建立了一個為哈佛同學提供互相聯系平臺的網站，命名為 the Facebook。the Facebook在2004年2月推出，即橫掃整個哈佛校園。2004年年底，Facebook的注冊人數已突破一百萬。

這對于一個大學生而言，是莫大的成就，有人會覺得如果是自己就不能祈求更多。但馬克認為Facebook不僅僅是一個網站，它將要改變世界的溝通方式。于是他干脆從哈佛退學，全職營運網站。短短數年，這一網站迅速風靡全世界，如今，它已成為世界上最重要的社交網站之一，就連美國總統奧巴馬、英國女王伊麗莎白二世等政界要人都成了Facebook 的用戶。馬克本人也因這一成功創(chuàng)業(yè)，成為世界上最年輕的億萬富翁。

通過《Facebook效應》，我發(fā)現了電影與現實的許多出入，但兩者有著一個共同之處，那就是充滿了年輕一代相信自我、企圖改變世界的熱情與沖勁。

書中記敘了馬克與大學宿友為Facebook日夜奮斗的許多故事。這群年輕人清楚自己的愛好，目標明確，積極追求，甚至大言不慚：要靠自己改變世界。有人認為，這恐怕就不太符合中國的國情了。中國的大學生不應該這么不切實際，而要腳踏實地，努力學習，搞好人際關系，找份體面的工作。聽起來，好像確實如此。

但是一個如此富有生命力的年輕人，就這樣被現實緊緊束縛，這是一件多么可悲的事。我從不提倡每天只做白日夢，但一個連夢都沒有的人，又能有什么追求，有什么成就。

理想信念指引著人生的奮斗目標，提供著奮斗動力。只有把夢做大并付諸實踐，我們才能到達更高的境界。我們不一定真的想改變世界，也未必能夠改變世界，但要想成就不一樣的人生必須要先敢于改變世界。

最重要的是要把改變世界的熱情傳達出去，憑借微小的變化，帶動整個系統持久巨大的連鎖反應。羅輯思維的羅老師曾說：“在這個時代不要問什么是靠譜，一個人一旦立定一個坐標，做一件事情，只要這件事情你做得方式讓別人看見，即使這件事情本身失敗了，放心，你的后半生自然有人接盤。所以在互聯網時代，如果每一個人心里想的還是安全或者不安全這五個字的話，那就真的不理解這個世界的精髓了”。

我總是時不時就翻看“社交網絡”這部電影，只為再感受這一份熱情與野心，從中獲取力量，支撐自己在平淡的生活中堅持做夢，不懈追求。

第五篇：《Facebook效應》讀后感

《facebook效應》書中表明扎克伯格和他的同事們開發(fā)facebook的初衷就是為了讓人們能在網絡上和現實中認識的人保持聯系——你的朋友、熟人、同學或同事，盡管很多人使用的目的不是這個。facebook是一個真正意義上開放、透明和直接的網站，或者說，它意欲成為這樣的網站。

在facebook效應下，我們的生活方式、工作方式都在發(fā)生改變。它正在改變世界，我們不能把這種改變簡單地看做互聯網行業(yè)的一次技術變革。facebook改變的是人們最為基本的交流方式，甚至它已改變了社會的基礎架構。

初衷永遠無法決定以后的走向。我個人認為facebook雖然流行，但永遠無法替代面對面的交流。我和我真正的好朋友們其實還保留著原始的聯系感情方式，短信電話。微信紅起來之后，甚至會幾個好朋友開個群聊不亦樂乎。

我個人不玩facebook玩類似的——人人網。的確，我加了好幾百個好友，也有好幾千的來訪數，可是我似乎從不在上面與之聯系閑聊維系感情，只是發(fā)布狀態(tài)和照片，更多是自己生活的記錄，讓自己能隨時往回翻一翻回憶?？尚Φ氖牵腥藷崃业貐⑴csns卻又憤怒地喊著隱私隱私，這是我實在不能理解的。曾經參加過一個社團，我是pr，有一個搜集所有成員的微博地址和人人地址在群內發(fā)布通訊錄的任務，本來很簡單，可是卻有個成員不愿配合，質疑我說為什么要給，這是他的隱私，應該要尊重每個人的隱私權。我當時的感覺非常詫異，你都開了人人賬號開了微博賬號，無論你是否設置了權限你放上去的東西在某種程度上都是公開透明的，這就是互聯網，這就是sns，何為隱私？這是我困惑的。

facebook其中一個特征就是用戶必須以真實身份注冊，在發(fā)出的邀請得到對方確認后才能與之聯絡并分享一切——它將是你現實中人際關系圖的網絡映射。我們在上面分享第一時間聽到的新聞和八卦，分享自己的心情、新買的東西或照片。每個人都是一個獨立的世界，每個人都可以自由的發(fā)布消息。在這個龐大的交互生態(tài)里，你參與進來，那么facebook就會開始掃描你的個人檔案，要記得，你是自愿的。

不得不說，我個人是很佩服馬克這個人，我認為他其實相比喬布斯更具有冒險精神。馬克在facebook中扮演了重要的角色，他未曾被商業(yè)化的社會洗腦，始終保持理想主義，追求自己長期的夢想。他曾放棄過無數次的短期回報，他沒有賣掉公司，沒有貪婪的做廣告，沒有出賣用戶的信息。