121–130 of 366 posts
This might be a stupid question, but are there any amazing turnaround stories in the world of large tech companies? If not, is that due to the relative youth of the sector, or something fundamental? I can think of a ton of companies that have faltered, but really none that have made a dramatic turnaround.
"Ms. Mayer resigned from Google on Monday afternoon by telephone. She starts at Yahoo on Tuesday." - That's quick.
For the rank and file 2 weeks is standard. For upper level executives as soon as you resign you're escorted out the door by security and you're not allowed to touch anything. The level of access you had was so high that they don't want you learning anything more about the company's plans and want you out asap. I doubt anyone cared that she resigned by phone.
In most cases 2 weeks is a professional curtesy.
Wow, years later, even after her de facto demotion at Google, people still think she's some kind of product genius? http://news.ycombinator.com/item?id=1028615 This is a hilarious situation.
This is probably what went through her mind... If Larry can lead Google, and I being the smarter one of the two ...
Despite all her flaws, she may actually succeed at Yahoo! just to prove her critics wrong. So congrats, and best of luck!
1. Running a public company is vastly different and considerably more complex than managing large teams. She has to build an executive team capable of executing on all fronts. This is beyond hiring the best engineers and product managers, it is about hiring a CFO, COO, GMs, VPs, etc. that can execute on the plan set out by the CEO.
2. Managing a stagnating business requires different skills than a rapidly growing business. Google benefitted from exponential growth in usage, users, revenue. Yahoo is already over the hill. Most incoming CEOs do a top-down review of the business to understand assets and liabilities. They visit customers and large investors. In the end, they have to present a credible plan to the BOD for refocusing the business. Where should you invest or divest? Should you be aligned along product lines, geographically, or along customer segments?
3. Yahoo needs deep tech investments - to do so, it must attract and retain brilliant engineers. It is my understanding that Ms. Mayer's focus at google has been product and not technology. Without proper engineering, the best product ideas will fizzle. How will Ms. Mayer attract the best engineers to Yahoo? Without growth, it is hard to convince the best engineers to join your shop.
Earlier quoted context omitted.
I wouldn't bother. They are so far behind both Bing and Google that trying to play catch up in the search game is simply a lost cause. They have significant traffic and brand loyalty for certain services (finance, sports, etc). They need to focus on that, not chase a game they lost ages ago (search).
Just because they've "lost" search doesn't mean they can't make money off of it. Opera "lost" the browser market a long time ago and is still making money.
Wow. I am speechless. There is probably no better person on earth to light a user- and product-focused fire under Yahoo. But the risk, the risk for her is just stunning. Huge props to her for making the leap from what must be a very comfortable Google and for the board for finding a stunning candidate to lead the revival of Yahoo. (Edit: my definition of risk is lost time and missed opportunity. She's not going to su…
I'm sorry but I find it so hilarious. I worked at Yahoo and Google both. I know both their cultures (and especially the culture at Yahoo after all the good engineers left). IMHO, she is status quo - no different than the horrible string of CEOs being hired by Yahoo. In fact, I will put a stake in the ground that she will not move the needle further than what Scott/Bartz did. I just can't get over how hilarious this s…