A Quote by Mark Zuckerberg
Our strategy is very horizontal. We're trying to build a social layer for everything. Basically we're trying to make it so that every app everywhere can be social whether it's on the web, or mobile, or other devices.
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Our strategy is very horizontal. We're trying to build a social layer for everything. Basically, we're trying to make it so that every app everywhere can be social, whether it's on the web or mobile or other devices. So inherently, our whole approach has to be a breadth-first approach rather than a depth-first one.
Security is a big concern on the social web. People are going to try to destroy social media just like they are trying to breach data in other areas.
I really wanted to know what happens in a place that is trying to build socialism, that's trying to construct some form of social justice. That's trying to feed people, to make health care and education a right.
The Mesh difference is that with GPS-enabled mobile Web devices and social networks, physical goods are now easily located in space and time.
Facebook, Twitter, Instagram, YouTube, and other economic and social platforms are not trying to build businesses, they are trying to build countries. Countries with laws, law enforcement, borders, and economic policy.
If you look at the evolution of games from console to Internet to mobile, and look at social networking from Web to mobile, everything is fragmenting.
The social web can't exist until you are your real self online. I have to be me. You have to be you. Once we are online as ourselves, connected to each other and our other friends, then you can have the evolution of what becomes the social web.
As users replace usage of the web with a mobile, app-centric ecosystem, the phone becomes the center of gravity. In this mobile world, Facebook is just one app on the phone.
In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.
I think my relationship with social media has changed so much that I really resent social media now. And I'm trying to figure out what a successful exit strategy is as someone who has gotten a lot of opportunities because of social media and how it's given me a portfolio.
It is really important for us that people understand what the strategy is and that the real approach is to make everything social, not to build a vertical approach.
Katalyst is a merger of three industries. A piece of us is connected to ad agencies. Because we get the complex overlay of the social Web, we know how to engage an audience and how to make entertainment for the social Web. And we know how to gain and activate and retain an audience. So we create social networks for brands.
Not every brand needs to be on every social platform. Brands should have a very strategic objective, whether it's marketing or commercial. The biggest mistake a brand can make is to be on a social platform without a plan or the resources to manage it.
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.
Every successful social movement in this country's history has used disruption as a strategy to fight for social change. Whether it was the Boston Tea Party to the sit-ins at lunch counters throughout the South, no change has been won without disruptive action.
We look at the Web as being our basic power plant, kind of like electricity, so the Web and communicating in this fashion is second nature to us now. It's not like we go brochure, television, mail. It's Web, and then everything else. It's social media first, and everything else.
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