Bio not provided
Not pro- or con-Mayer, but I have to ask three things:
(1) Was this calculation performed at the time she assumed the role?
(2) Was the valuation of Alibaba known (and even the same) as the valuation we have placed it now?
(3) What was Yahoo! Japan's value at her appointment and now?
The reason why I ask is this:
If she doubled the stock price - yet "the Yahoo! minus Alibaba minus Y!Japan" net valuation is presumed as declining during her tenure - then the likely possibilities are ...
(1) Alibaba's value was not really known, not valued correctly or has increased in value
(2) Yahoo! Japan's value was not really known, not valued correctly or has increased in value
Unless someone did these calculations at the time she was appointed AND the valuations for the two Pacific investments were valued correctly, it is hard to say if she made Yahoo!'s position worse, better or same.
3 months, 1 week ago on Measuring the value Marissa Mayer’s destroying at Yahoo!
The position is for "recruiter at a finishing school".
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Humanity's priorities are out of order if the sixth largest contributor to personal stress is media overload.
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I'm going to start correcting my dog with "I'm sure you realize the asymmetry in the <aspect> resources of our respective positions", where <aspect> would include, but not limited to ...
... dog food acquiring
... treat dispensing
... dog park road trip
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Meet Google: America’s Next Great Defense Contractor
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Google is America's security contractor.
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This was a bad idea from the start for two main reasons:
(1) Technology's version of Lean and Scrum / Agile Programming were formed for project development where the majority of specifications are not known at product ideation (usually the third block of the stage-gate process). The hygiene aspects of products-features-benefits for a refrigerator have long been established by the marketplace: no one is making a refrigerator without most of the specifications; there is not a lot of "on the fly" A/B testing for refrigerator features. On the other hand, Lean / Scrum allows for - and promotes as a benefit - constant releases of incrementally increasing / refined features.
(2) Product development for intangible things (apps, software) has the luxuries of (a) not needing most, far from all, specifications predefined at the project outset, and (b) are not bound by the physical rules that tangible objects must follow in terms of project linearity (market ideation/definition, product ideation, customer validation, prototypes, customer re-validation, blueprints/CAD drawings, manufacturing of dies/cavities/stamping, first piece samples and approval, manufacturing, packaging, distribution); once a stage is passed, going backwards in the process is extremely costly (and unlikely). Intangible software / apps have the benefit of being able to change features, presentation, functionality, etc., with little affect since capital assets used in the production of the end product are ones and zeros.
Too many technology people confuse these two ideas and thus ignore two main ideas:
(1) Manufacturing isn't a failure because of waterfall project management; tangibility creates the byproduct of waterfall project management.
(2) Lean Technology / Scrum are merely the analogues of conventional manufacturing and quality with three main steps:
(a) translate traditional (tangible) product management / quality process to one used for technology (intangible) product development;
(b) remove analogues and processes not required by software / app development; and
(c) identify and re-position steps that do not require dependency to the critical path to compress development cycles.
7 months, 3 weeks ago on GE tries to innovate with Lean Startup method, invents fridge. Points for trying.
There's a certain "attitude-not-experience, more-doing-less-research" aggressiveness about start-ups and technology that is a bit anti-intellectual. My newsfeed - and probably many others - are choked with JPEGs of *profound* quotes about customers, markets, monetization, and business in general, accompanied by a picture of some founder with a ridiculously self-satisfied smile.The problem is that these *discoveries* usually have been well-established and documented by industry and academia (think "lean" in the context of manufacturing brought to the tech world). With the slightest bit of coursework, planning or research, simple mistakes would not have been made.These start-up affirmations are the intellectual equivalent of "discovering America": its not new, just new to you - who is now sharing some idea through trial and (sometimes, business-fatal) error.
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This is Freudian.You have stated "bad employer" twice in your Facebook tagline.
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Good marketing on the brand side to articulate end-goal desires and campaign strategies + Competent product management on the start-up side to define capabilities and expectations = Solves a lot of this conflict. Don't think a lot of start-ups are in a position to turn down money; don't think a lot of companies know what to expect of social media.
1 year, 10 months ago on Startups to Brands: “We’re Not Your Creative Agency”
Why is no one talking about the two most important 3 minutes from the Apple announcement from last week: (1) iCloud for iTunes providing continuous client features. This will result in a more seamless user experience; attract users with the integration of mobile and home entertainment; and stave off deserters to the Android platform. How serious is Apple about continuous client? Apple-serious: they've filed patents on the technology. (2) Passbook as the launching point for digital wallet. Acting as a storage site for event and transportation tickets; money equivalents like gift cards and agent for digital coupons, Passbook looks to be the payment piece for mobile monetization. It also holds promise to be the accounting platform for customer loyalty.
1 year, 10 months ago on How Apple Created Entirely New Product Categories by Allowing a Tiny Bit of Freedom
@pawrks @ChienYuLin Thank you. I will pass this information on to the animal rescue group I support: Pet Adoption League of Tulsa (Oklahoma). We are on Petfinder.com.
1 year, 11 months ago on Puppy Power: BarkLoudly Promotes Animal Shelters, Rewards Volunteers
When you say "shelters", is this an umbrella term for any agency that helps animals and also includes rescue groups? Or do you mean shelters specifically?
Three Major Problems with The Article(1) "They get funded, and if their idea fails their investors help orchestrate a soft landing."Assuming this is true, one has to get funding first - and its not easy to get funding. VC's aren't handing out $5 million checks indiscriminately. For one to get into a position to get funding requires not only a competent team, but belief in the team by a VC group - and the VC group has to be able to see an exit strategy (READ = monetization). What is the ratio of VC-funded vs. Non-VC-funded companies? At least 1 to 100.(2) "... they get a symbolic win in their entrepreneurial careers."This would only matter if they decided to leave the acquiring company at some later time and are seeking to start companies again. History shows that there are not a large pool of serial entrepreneurs with significant companies founded (yes, significant is a subjective term). Being able to boast that your company was acquired by Facebook - at Facebook - probably means nothing since many others could make the same claim. Finding finance later would open the founder to a gauntlet of "why didn't you hold out?" questions - and these may not be easy to answer and solve. Many people do not perform post-mortem introspection of project finishes and the answers they arrive at may not be correct, or if they are, the lessons learned may be obsolete by the time they wish to re-enter with another product.(3) "Companies acquire teams because it’s easier than hiring five or twenty-five engineers on the open market."Not quite. Companies hire teams because those teams ...(a) have a similar product where synergies, advancements in product design a/o user bases are more likely to be immediately productive. Therefore, the product and team can be integrated faster than merely finding the same number of people who have no common project background; (b) they hold reigns to a unique method in problem solving (and by extension, also transfer with them the patent technology). For photo sharing and video applications, these are usually some manner of unique data storage and handling within the cloud; and(c) the companies have a presumptive pre-approval of "seriousness": a VC-vetted and-financed team with a history of producing deliverables and a raving fan base is different than some other companies which cannot boast the same. The acqui-hire process is therefore more like a temp-to-hire service for big companies: can you perform the skills we need without the benefit of our resources and renumeration with the firewall that the fatal on-the-job learning mistakes are resolved before you are fully integrated into our company?
1 year, 11 months ago on The Acqui-hire Scourge: Whatever Happened to Failure in Silicon Valley?
Twitter is good for some things. As a news instrument, its awful. Twitter is a blunderbuss for everyone and anyone to forward links on a platform that has no regard for noise, redundancy or topicality. The user is constantly editing and reviewing links for "who knew what when". The user experience is a constant fight between greater awareness from updated information and regressing knowledge from re-Tweets containing older, less detailed reports; when one watches television or listens to radio, one never encounters eight-hour old information from a re-broadcast.
1 year, 11 months ago on Shooting at Empire State Building Shows Twitter Is Good for News But Could Be Way Better