same places, it s difficult to admit you were wrong, right. the company is powerful. and after spending time behind facebook s walls, there was another theme that emerged. folks who had something to say, but were afraid to say it. this former employee asked us so protect their identity. speaking out at the company is not welcome. you might get blacklisted and you re not going to get hired. icon kellronically a place t connected billions generally they handle that as well. in a public setting he politely argues against it in. in a public setting he s going to aggressively going to challenge the source, challenge
i had never covered a deal so big, so quick, and so important. stwl i spoke i spoke to someone that said facebook would have to figure out a way to monetize this. if you look back now it makes so much sense. it was an investment in facebook s mobile strategy and it helped the company bolster their ipo ahead of time. going public is an important milestone. with the world watching, e everything that could go wrong went wrong. facebook face planted. when the day came the nasdaq system broke. the nasdaq button was set up on campus, we re doing a remote to kind of ring the bell on facebook going public. the bell rings, nasdaq doesn t clear for at least three hours,
to people who didn t have a voice before. did making money get in the the way of the mission to ultimately connect the world? we search for answers, rare interviews to facebook insiders. we pushed the boundaries too far. who feel powerless to tell the truth. politicians, critics and exclusive interviews with the creator of it all. did you ever question yourself? oh, yeah. we go behind the walls of the sprawling campus during the company s most pivotal moments. facebook on the defensive today. senior tech correspondent got this exclusive interview. mark, what happened? what went wrong? this is a cnn special report. facebook at 15, it s complicated.
sdwl they say this about chess masters. they are able to see three steps ahead or the best chess masters can see five games ahead of you. that long-term strategy helped zuckerberg turn down an historic offer to buy facebook. it was june 2006. an offer of a billion dollars was made. at the time, it seemed incomprehensible. most of the management team thought we should sell. i had one late night conversation with a closest advisers where he sat me down probably 11:00 and said if you don t sell the company, you re going to regret this decision for the rest of your life. it was just really intense. what did you think when he said that? when dustin and i made the decision to not sell the company, within b 18 months, every single person on the management team left. did you ever question yourself that you were making the right decision? oh, yeah. i was 22.
incredibly intimate people into mark zuckerberg. he is like a game of thrones character, cackling about throwing people under the bus and trusting them with his project. to me it is like fantasy business. a 19-year-old talking about something that is kind of like maybe a hobby that ended up being really huge. while these are the words of a 19-year-old college kid, what do they say about mark zuckerberg? i think there is a killer instinct there. he is willing to go through it and go through people to get what he wants and that was obviously from the second he started the sight and that became something as evidence in how he ran his company. he was unsent sentimental. they took that company from a successful start up to what we