Dario is reportedly worried that some new Anthropic hires are there for the money, not the mission. Facebook had a version of this problem around 2010. I like what Mark did. Much of the original product crew had left or was leaving: Adam D’Angelo + Charlie Cheever → Quora Dustin Moskovitz → Asana Dave Morin → Path Matt Cohler → Benchmark Meanwhile, Facebook was filling up with very smart professional managers: a new executive bench and a flood of ex-Googlers. Mark’s answer wasn’t a lecture about mission. He bought small companies for their founders, wound down almost all of the standalone products, and handed those founders important parts of Facebook. FriendFeed → Bret Taylor → Facebook CTO Hot Potato → Justin Shaffer → Facebook Groups and Video → Sam Lessin → FB Timeline and Identity Nextstop → Carl Sjogreen → Platform and Open Graph Chai Labs → Gokul Rajaram → Ads Beluga → Lucy Zhang, Ben Davenport and Jon Perlow → Facebook Messenger Zuck said it plainly in 2010: “We have never once bought a company for the company. We buy companies for excellent people.” The key wasn’t the acquisitions. It was the trust. Facebook acquired Hot Potato on August 20. Six weeks later, Shaffer was the product manager fronting the launch of the rebuilt Facebook Groups. The work had started before he arrived, but Zuckerberg said it wouldn’t have gotten finished without him. Facebook acquired Beluga in March. Five months later, its team shipped Messenger. Sam Lessin didn’t disappear into an innovation group. He got the Facebook profile. The strategy even brought old product talent back. Aaron Sittig- the early Facebook designer behind photo tagging - left after five years. Six months later, he returned and said the arrival of people like Lessin and Shaffer was part of what brought him back. That’s the part of Zuck’s playbook Dario should study. Facebook paid founder prices, then gave employees founder scope.