Everyone's entitled to make a mistake, even Mark Zuckerberg. The Facebook CEO has done so much that has been right you have to expect some slips. But this recent one went beyond the creation of a setback. It revealed a fatally flawed view that has doomed many a company and product.

Like many tech entrepreneurs, Zuckerberg likes to move ahead, do something that he wants, and then manage the aftermath. It's called seeking forgiveness rather than permission. The theory is that you gain a fait accompli that effectively blocks many avenues of resistance, whether from consumers, competitors, or governments.

And, granted, sometimes if you wait for someone to say yes, nothing gets done. But if you do the wrong thing, you may find yourself stymied. In this case, the wrong thing was assuming that Zuckerberg knew what everyone wanted.

Zuckerberg's Internet.org has, as one of its projects, something called Free Basics that brings "access to useful services on [consumers'] mobile phones in markets where internet access may be less affordable." It can be found in 37 countries, according to Internet.org. But not in India.

Oh, Facebook tried. However, the Indian telecom regulatory agency banned the service, at least temporarily, because of that country's net neutrality rule, as Ars Technica explains. Mobile carriers can't allow free data only to certain websites and that's exactly what Free Basics does: Users only get access to the websites that Facebook allows.

At the Mobile World Congress in Barcelona, Zuckerberg took part in a Q&A session in which he was pressed about the issue in India. He said that Facebook had a mission to connect the world (to the sites that Facebook deems the most important, of course). When asked what happened in India, his answer reportedly was, "What we've learned is that every country is different."

No kidding. Really?

Maybe that was a cover for a more real answer, but say for a moment it wasn't, because Facebook has in the past, as other tech companies have, tries to push through what it wanted.

Every country is different? Try every single market. In the U.S., the Bar Louie restaurant chain lets its locations choose beers, dishes, and promotions that will resonate with a local audience. I remember a CEO of food company Sysco once telling me that they had different formulations of bacon, because no single one was popular in all parts of the U.S. When Ikea first came to the U.S., it didn't recognize how many of its products wouldn't work in homes here because of design.

There is no single way to do something, other than breathe. Even food and drink vary wildly. Entertainment? You can get a big influence, with U.S. tastes often spilling into other parts of the world, but there are thriving local choices. Regulations differ. Customs and habits.

Facebook will undoubtedly bounce back and find a way to make some Internet offering work within India's regulatory framework. But how much more efficient and intelligent it would have been to make those considerations in the first place.