Mark Zuckerberg…………

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. But he's the man of the moment: the face of tremendous success in business.We won't pretend you can't learn these things somewhere else or from some other person. the kind that defines a generation. give or take a few billion dollars. So for all 20-something entrepreneurs (other ages also qualify) here is a list of 8 things to do in business that might make your company like Facebook.

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The hindsight analysis: don't sell out if you think the business can grow. Yahoo offered to buy Facebook for $1 billion. Don't sell out just because the money seems too good now. In 2006. The FB board said yes. and to make the yes public. Then Yahoo slashed the offer to $850 million and Zuckerberg backed out.  He . his worst mistake in eight years. It's stuff of business strategy lore. calls the decision to say yes.

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Zuckerberg owns 57% voting shares at the time of the IPO. So he shunned high rollers in favour of a strange bunch of investors like Li Ka-shing from Hong Kong. people who didn't want to interfere with his work. Samwer Brothers from Germany. Three years into the business and FB wanted cash to expand. and later. But investors don't just bring in money.  .no outsider to force his hand. The strategy paid off: unlike most founders. they like to get in their ideas too. Alisher Usmanov from Russia. Zuckerberg didn't want that .

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 In his book called the The Facebook Effect.  That's . his vote has far more weight than numbers indicate and he also has two seats in the FB board. David Fitzpatrick calls the company a "oneman show". So much so. that according to a dual share structure. Facebook is Zuckerberg's vision all the way. because idea to operations.

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. you haven't heard of CEOs who dare claim their company wasn't part of the original plan or who hold road shows for investors before an IPO. Yes. Neither do they wear hoodies to such presentations. posters are put up after a rocking IPO to remind employees about focus and a programming 'hackathon' is the big party to celebrate a $104-bn valuation. So there are no cabins in offices. But when has Zuckerberg stuck to the rulebook? His philosophy is to get things done. without bothering about tradition.

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He also built a 'panel' of advisers like Don Graham of The Washinton Post. Zuckerberg didn't want to be super hero. but that is something we can't validate. people skills is not Zuckerberg's strong point. Neither is the coder-at-heart great with HR policies and revenue graphs. Enough to say. He is called socially awkward.  So . in 2008. Reid Hoffman of LinkedIn to become a better leader and communicator. Good thing. he brought in Sheryl Sandberg from Google to take charge as COO.

. get the drift? Don't sit back and relax just because you have a great product out. new Home Page in 2008. Timeline in 2011.  There . Photos and video in 2005. the competition can only watch in shock and awe. Or keep trying to catch up: a place from where they can't push you down. News Feed in 2006. is no doubt that 900 million people would be wired up on FB even without some of these features but if you keep innovating.

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engineering director behind Google's Chrome OS and Marne Levine. So he shopped for the best talent in town.  Check out the list of some of his top executives: David Ebersman. founder of Google Maps. . Matt Papakipos. so what if that meant poaching from competitors. ex CFO at Genentech. Bret Taylor. He needed people with big ideas. FB wasn't built by Zuckerberg alone. former chief of staff of the National Economic Council.

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when some popular apps were caught transmitting user data to internet-trackers. Zuckerberg's response? Not an apology but a declaration that the age of privacy was over. a facial recognition software that identified people in uploaded photos. privacy has been Zuckerberg's nemesis for long: when FB launched Places. The last big controversy hit in 2011when FB came up with Tag Suggestions. etc.  But .