facebook 演讲稿

第一篇：facebook 演讲稿

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1看到这张图片，你们想到了什么？

这就是我今天要为大家介绍的一家社交网站，**目前，这家网站在全球拥有8.45亿活跃用户

**同时他又是美国排名第一的照片分享站点，每天上载850万张照片。这个数字甚至超过了专业照片分享站点，如Flickr。

**2010年3月，在美国，这个网站的访问人数已超越Google，成为全美访问量最大的网站。**2010年6月，他成为了全世界最大的社交网站。

**在2010年世界品牌500强中，他超越了微软，位居第一。

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2**有些同学可能已经猜到了，这就是 facebook，中国译名为 脸谱

**Facebook于2004年2月在哈佛大学成立，仅仅到了月底，半数以上的哈佛本科生已经成了注册用户。

之后，网站被推广到麻省理工学院、波士顿大学和波士顿学院。到4月，就囊括了所有长青藤院校和其他一些学校。

**2005年12月11日，澳大利亚和新西兰的大学也加入了Facebook，至此，Facebook中共有超过2000所大学和高中。后来，德国，以色列，香港，台湾等地的学校陆续加入，队伍更加庞大。

2006年9月11日，Facebook对所有互联网用户开放，有数据表明，2011年，仅在香港地区Facebook用户人数就达到367.36万，即每两个香港人中，就有一个拥有Facebook帐户。

**在今天，Facebook全球注册用户超过10亿，活跃用户达8.45亿。

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3**说到facebook，就不得不提一提他的创建者：马克 扎克伯克

**扎克伯克，1984年5月14日，出生于美国纽约州，家境不错，所以他有大把精力和资本去折腾，再加上天资聪明，所以电脑玩得很溜。

**在扎克伯格高中时代，微软与美国在线 就已经想要招揽并训练他，不过扎克伯格仍选择进入哈佛大学学习。

起初，他在哈佛大学建立了一个网站，放上两张男生照片和两张女生照片。让浏览者选择哪一个更受欢迎，并且根据投票结果来排名。这位同学还黑掉了学校的服务器，为的就是弄到几张照片，但是这个竞赛只进行了一个周末，到周一早晨，就被校方关闭，因为哈佛的服务器被灌爆，因此不准学生进入这个网站。此外，很多学生也反映，他们的照片在未经授权下被使用。扎克伯克为此公开道歉，并且在校报上公开表示“这是不适当的举动”。在此同时，有些学生要求把扎克伯克出于好玩的这个网站发展成一个包含照片与交往细节的校内网站。他听到这个消息后非常高兴，并且决定如果学校不干的话，他要干，他将会建一个更棒的网站。

**就这样，2004年2月24日在哈佛大学的宿舍里，发起了Facebook这样一个以照片为核心的社交网站，大大拓展了学生的交流，学生们可以列出彼此的基本资料，比如班级、学年、交友偏好、电话号码等。

**2010年12月，扎克伯格凭借facebook被《时代杂志》评选为“2010年年度风云人物”。截止2011年，他的个人资产估计为135亿美元。

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4**像扎克伯克这样的人物，我们现在有一个新的定义——GEEK **什么是GEEK？GEEK就是指那些保持好奇心，不断尝试创新，内心始终希望这个世界因为有自己的存在而变得有些不同的人。

**能称得上极客的人物一定拥有强大内心和坚定目标，比如 电脑业界与娱乐业界的标志性人物，MAC电脑、iPod、iPhone、iPad等知名数码产品的缔造者。曾七次登上《时代杂志》的封面，被认为是当时全球最为成功的计算机科学家以及商人之一。2007年，被《财富》杂志评为了年度最强有力商人。他极大地影响了硅谷风险创业的传奇，将美学至上的设计理念在全世界推广开来。没错，苹果教父 苹果公司联合创始人、前行政总裁 史蒂夫·乔布斯

还有13岁开始编程，并预言自己将在25岁成为百万富翁；一个商业奇才，独特的眼光使他总是能准确看到IT业的未来，独特的管理手段，使得不断壮大的公司能够保持活力；他的财富更是一个神话，39岁便成为世界首富，并连续13年登上福布斯榜首的位置，他就是著名电脑科技公司 微软创始人、前总裁、首席软件设计师

比尔·盖茨

互联网搜索、云计算及广告技术巨头google创始人拉里·佩奇和谢尔盖·布林。一个是美国密歇根大学荣誉毕业生，是密歇根大学工程学院的国家顾问委员会（NAC)的成员，曾获《研发杂志》 “年度发明家”，并在 2004 年入选国家工程学院。

另一个由于“领导索引和检索等有关搜寻系统的快速发展”，获选进入了美国国家工程学院，这是“在工程师中最高的荣誉”。2003年，这两人因为“具体表现了企业家精神，以及展现创建新公司的动力”，获得西班牙皇家研究院的企业管理硕士名誉学位。2004年，两人收到了马可尼基金会的“最高工程奖”，并被推举为哥伦比亚大学的董事。

以及世界上最大的数据库软件公司Oracle（甲骨文）的CEO劳伦斯·埃里森等等。

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**不管是乔布斯，还是比尔盖茨，他们都有一个共同点

**这些也是他们成功路上必不可少的： **出色的技术

**再加上敏锐的洞察力，**以及永不停歇的创新精神，才是这些GEEK们改变世界的支点。谢谢大家。

第二篇：Facebook CEO-MarkZuckerburg 在Stanford的演讲稿

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

传Facebook来华招聘 名校大学生“春心荡漾”

尽管还没有正式在华开展业务，但Facebook已经开始计划先从中国网罗人才。

上周，清华大学计算机系研三学生刘鹏（化名）就收到了朋友转来的一则关于Facebook的招聘信息。

这封招聘信息称，Facebook今年将在全球招收约900位全职软件工程师，赴美国加州或西雅图工作。其中大部分将从南京大学、清华大学、上海交大、复旦大学还有浙江大学这五所知名高校中选拔。

看上去，Facebook对于工程师的招聘和普通IT企业没什么两样，如要求有计算机科学学士/硕士/博士或相关专业毕业、熟练使用C++和（或）Java、熟悉perl或者PHP或者python、熟悉关系数据库和SQL等。但应聘考核非常严格：应聘者首先要经过两到三轮的电话面试，以及三轮现场面试和两轮编程技术考核。

不出意外，Facebook的报酬方面相当可观，大约是国内知名IT公司的10倍左右，表现优异的话，现金股票加起来有的可高达20万美元；其他福利和Google差不多，而且员工可以办赴美工作签证甚至获得美国绿卡。

这封招聘信中还极具鼓动性地写着：“这种IPO的公司入职越早拿得越多。”

目前，各种版本的Facebook招聘广告已经出现在不少高校的BBS上。在南京大学小百合论坛上，一位自称目前就职于Facebook的网友“serapherny”发帖称，“Facebook今年要来中国做校园招聘”，公司此举并不是为了“在中国开分店”，而是由于美国本土的人才已经不能满足发展需要。“招到的人要去加州或者西雅图工作”，Facebook则会负责安排包括机票、亲属和身份证件在内的相关事宜。并称招聘会的细节将在五月份揭晓。

网帖中还留下了Facebook负责此次招聘的工作人员的联系方式。但昨日《第一财经日报》记者按照上述联系方式与对方联系时，始终未获回应。

目前，上述五家大学并没有公开表示接到Facebook校园招聘的合作通知。有媒体报道称，浙大计算机学院一名工作人员表示，虽然招聘属实，但Facebook公司没有和学校联系，此事是某毕业的校友通知的。目前，浙大已经有不少学生到校咨询。

Facebook在华大举招聘的信息，也吸引了不少互联网企业IT技术人员的注意。人人网一位工程师向记者透露，他最近也曾收到一些Facebook招聘信息，不过他认为，尽管招聘信息写得简单，但“Facebook肯定对许多东西有较高要求”。

但与大学生的反应不同，这则消息并没有大范围在他身边的技术圈中掀起波澜。“这个消息应该对那些英语好的应届毕业生还有吸引力，现在我们成家立业的顾虑太多，都不太在乎这些了。”

两个月前，Facebook刚刚被企业评估网站Glassdoor评为2012年科技行业最佳雇主企业，谷歌、苹果紧随其后。该项评选的考核指标包括员工薪酬和福利、工作劳逸平衡情况、员工晋升的机会以及企业CEO的工作完成情况等。Glassdoor称，在员工满意度方面，Facebook的得分为4.3（总分为5分）。许多员工表示，在Facebook工作很有竞争性，但报酬丰厚且适于工作。Facebook的一位员工表示，尽管工作量很重且压力很大，但这可能是员工最喜爱同时又最难的工作。Facebook通常会给予员工很高的自主权，员工们颇受公司重视且肩负着较多的责任。Facebook的工作气氛有趣而严肃，许多员工表示很幸运能在Facebook工作。

能够在世界顶级的SNS企业工作，是包括刘鹏在内的不少“技术男”的梦想。但“心动和行动毕竟不一样”。刘鹏对记者说，“身边大多数人抱的心态应该是这样，可以试试，不抱希望。”

刘鹏向记者坦言，如果去海外工作，尽管平台和薪资非常有吸引力，但是自己的能力、英语水平以及中西方文化差异等等，需要考虑的因素太多。当记者问他身边的同学是否有兴趣发简历时，他说，这不好说，“这事一般都低调地办。”

有消息称，Facebook准备在中国大陆举行第一次校园招聘会。

在易观国际分析师董旭看来，名校人才本就更受外资企业的欢迎，如果Facebook确实计划来华大规模地招聘人才，或许与Facebook看重中国市场有关。“Facebook的IPO基本上还在顺利进行，如果成功上市，需要对股东有良好的业绩交代，而业绩很大程度上取决于用户数量及财务收入的良好增长。但目前，尽管Facebook在海外市场的规模达到一定数量级，但进入中国市场应该只是早晚的事。”

而Facebook创始人马克·扎卡伯格（Mark Zuckerberg）也对中国市场表现出志在必得的决心。在此前的一次公开演讲中，他直言“如果你遗漏了13亿人的市场，还如何能连接整个世界?”此外，他每周三五都抽出两个小时学习中文，了解中国文化和价值观。他还有一位华裔女友。

公开资料显示，在2010年底，扎克伯格曾访问中国，与百度、新浪和中国移动、阿里巴巴等公司的高管碰面。而记者从国家工商总局商标系统查询显示，以申请人“FACEBOOK，INC”注册的商标达68个之多（包括存在异议的商标），包括英文商标THEFACEBOOK”、“FACEBOOK”、“F”、“F8”等以及中文商标“菲丝博克”、“飞书博”、“脸书”、“脸谱”等，范围涵盖社区网络、照片分享、软件、搜索引擎、电子杂志、游戏等。

第四篇：Facebook效应 感想

敢于做梦

——《Facebook效应》

有人说Facebook的故事，就是一群非常聪明，追求完美的人在一起做一个事业，不仅为了钱的回报，更为了一个使命：改变这个世界。

最开始了解到Facebook创始人马克·扎尔伯格这个人并不是通过这个现已开创网络新时代的社交网站，而是一部以他的经历为蓝本的传记电影“社交网络”。电影里这位富有才华，不羁出格的哈佛天才“马克”给观众留下了深刻的印象，更赢得了本对这部电影不抱期待的马克本人的高度赞誉，认为他自己被演绎的很出色。

电影中，“马克”不分时间场合永远穿着明显过大的卫衣，脚踩一双拖鞋；在电脑方面自信甚至于自负，对于别人的质疑指责给予毫不留情的反驳；漠视规则，行为出格，只遵循自己的原则；一切以Facebook为重，甚至不惜伤害最好的朋友......这也是现实中的马克吗？带着好奇，我翻开了《Facebook效应》。

实际上，马克·艾略特·扎克伯格于1984年出生，在美国纽约州白原市长大，从小就是个电脑神童。高中时，他便为学校设计了一款MP3播放机。之后，很多业内公司都向他抛来了橄榄枝，包括微软公司。但是扎克伯格却拒绝了年薪95万美元的工作机会，而选择去哈佛大学上学。

他的事业正正起航于哈佛。在上哈佛的第二年，他侵入了学校的一个数据库，将学生的照片拿来用在自己设计的网站上，供同班同学评估彼此的吸引力。黑客事件之后不久，他就和两位室友一起，用了一星期时间写网站程序，建立了一个为哈佛同学提供互相联系平台的网站，命名为 the Facebook。the Facebook在2004年2月推出，即横扫整个哈佛校园。2004年年底，Facebook的注册人数已突破一百万。

这对于一个大学生而言，是莫大的成就，有人会觉得如果是自己就不能祈求更多。但马克认为Facebook不仅仅是一个网站，它将要改变世界的沟通方式。于是他干脆从哈佛退学，全职营运网站。短短数年，这一网站迅速风靡全世界，如今，它已成为世界上最重要的社交网站之一，就连美国总统奥巴马、英国女王伊丽莎白二世等政界要人都成了Facebook 的用户。马克本人也因这一成功创业，成为世界上最年轻的亿万富翁。

通过《Facebook效应》，我发现了电影与现实的许多出入，但两者有着一个共同之处，那就是充满了年轻一代相信自我、企图改变世界的热情与冲劲。

书中记叙了马克与大学宿友为Facebook日夜奋斗的许多故事。这群年轻人清楚自己的爱好，目标明确，积极追求，甚至大言不惭：要靠自己改变世界。有人认为，这恐怕就不太符合中国的国情了。中国的大学生不应该这么不切实际，而要脚踏实地，努力学习，搞好人际关系，找份体面的工作。听起来，好像确实如此。

但是一个如此富有生命力的年轻人，就这样被现实紧紧束缚，这是一件多么可悲的事。我从不提倡每天只做白日梦，但一个连梦都没有的人，又能有什么追求，有什么成就。

理想信念指引着人生的奋斗目标，提供着奋斗动力。只有把梦做大并付诸实践，我们才能到达更高的境界。我们不一定真的想改变世界，也未必能够改变世界，但要想成就不一样的人生必须要先敢于改变世界。

最重要的是要把改变世界的热情传达出去，凭借微小的变化，带动整个系统持久巨大的连锁反应。罗辑思维的罗老师曾说：“在这个时代不要问什么是靠谱，一个人一旦立定一个坐标，做一件事情，只要这件事情你做得方式让别人看见，即使这件事情本身失败了，放心，你的后半生自然有人接盘。所以在互联网时代，如果每一个人心里想的还是安全或者不安全这五个字的话，那就真的不理解这个世界的精髓了”。

我总是时不时就翻看“社交网络”这部电影，只为再感受这一份热情与野心，从中获取力量，支撑自己在平淡的生活中坚持做梦，不懈追求。

第五篇：《Facebook效应》读后感

《facebook效应》书中表明扎克伯格和他的同事们开发facebook的初衷就是为了让人们能在网络上和现实中认识的人保持联系——你的朋友、熟人、同学或同事，尽管很多人使用的目的不是这个。facebook是一个真正意义上开放、透明和直接的网站，或者说，它意欲成为这样的网站。

在facebook效应下，我们的生活方式、工作方式都在发生改变。它正在改变世界，我们不能把这种改变简单地看做互联网行业的一次技术变革。facebook改变的是人们最为基本的交流方式，甚至它已改变了社会的基础架构。

初衷永远无法决定以后的走向。我个人认为facebook虽然流行，但永远无法替代面对面的交流。我和我真正的好朋友们其实还保留着原始的联系感情方式，短信电话。微信红起来之后，甚至会几个好朋友开个群聊不亦乐乎。

我个人不玩facebook玩类似的——人人网。的确，我加了好几百个好友，也有好几千的来访数，可是我似乎从不在上面与之联系闲聊维系感情，只是发布状态和照片，更多是自己生活的记录，让自己能随时往回翻一翻回忆。可笑的是，有人热烈地参与sns却又愤怒地喊着隐私隐私，这是我实在不能理解的。曾经参加过一个社团，我是pr，有一个搜集所有成员的微博地址和人人地址在群内发布通讯录的任务，本来很简单，可是却有个成员不愿配合，质疑我说为什么要给，这是他的隐私，应该要尊重每个人的隐私权。我当时的感觉非常诧异，你都开了人人账号开了微博账号，无论你是否设置了权限你放上去的东西在某种程度上都是公开透明的，这就是互联网，这就是sns，何为隐私？这是我困惑的。

facebook其中一个特征就是用户必须以真实身份注册，在发出的邀请得到对方确认后才能与之联络并分享一切——它将是你现实中人际关系图的网络映射。我们在上面分享第一时间听到的新闻和八卦，分享自己的心情、新买的东西或照片。每个人都是一个独立的世界，每个人都可以自由的发布消息。在这个庞大的交互生态里，你参与进来，那么facebook就会开始扫描你的个人档案，要记得，你是自愿的。

不得不说，我个人是很佩服马克这个人，我认为他其实相比乔布斯更具有冒险精神。马克在facebook中扮演了重要的角色，他未曾被商业化的社会洗脑，始终保持理想主义，追求自己长期的梦想。他曾放弃过无数次的短期回报，他没有卖掉公司，没有贪婪的做广告，没有出卖用户的信息。