Maybe, just maybe, it has something to do with the whole "work in our offices or quit" memo sent to virtual employees a while back not paying the dividends she had hoped. Adding insult to injury, perhaps her build-out of a full private nursery in the executive suite staffed with her personal nannies while simultaneously requiring staff to stop working remotely, even part time, had a deleterious impact on morale and w…
It doesn't seem that any of the people who left were remote workers. I mean--maybe they had felt some solidarity with their remote-working coworkers--but I suspect that Yahoo's problems run a little deeper. The company promised a turnaround that hasn't happened. The people leaving largely seem to have been in positions to have a strong sense for when and how such a turnaround would come to fruition--and their actions…
And don't get me wrong, I understand why some companies may want people to always be present in office during business hours. But what bothered me the most was the tone, because that memo was a threat against people that, for better or worse, probably helped build Yahoo and made it what it is today.
In other words, the morale of employees could have been affected by such decisions. And unhappy employees in the creative sector are not productive employees. So you could say that they missed the turnaround. But what if they missed that turnaround because of how things are managed internally? It's not that far fetched.