What is *Marissa Mayer and the Fight to Save Yahoo!* about?

This book chronicles Yahoo’s turbulent history and Marissa Mayer’s controversial 2012-2015 tenure as CEO, exploring her attempts to revitalize the tech giant through product overhauls, cultural reforms, and strategic acquisitions like Tumblr. Nicholas Carlson dissects Yahoo’s identity crisis, Mayer’s Google-to-Yahoo transition, and the boardroom battles that shaped the company’s fate.

Who should read *Marissa Mayer and the Fight to Save Yahoo!*?

Tech enthusiasts, business strategy students, and leadership researchers will find value in this case study of corporate turnarounds. It’s particularly relevant for those interested in Silicon Valley power dynamics, CEO decision-making under pressure, and the challenges of legacy tech companies in the mobile era.

What caused Yahoo’s decline according to the book?

Yahoo struggled with an identity crisis—torn between being a content curator or tech innovator—and missed pivotal opportunities like acquiring Google (1998) and Facebook (2006). Internal leadership turmoil, including four CEOs in five years, exacerbated its decline.

How does the book critique Marissa Mayer’s leadership style?

Carlson portrays Mayer as a product-focused visionary who prioritized design excellence but faced criticism for micromanagement, lack of financial acuity, and alienating Yahoo’s core user base with upmarket rebranding efforts. Her strict employee ranking system also drew backlash.

What role did Alibaba play in Yahoo’s strategy?

Yahoo’s 2005 $1 billion investment in Alibaba became its financial lifeline, accounting for nearly 80% of its market value by 2014. The book argues this “air cover” allowed Mayer time for reforms but created a perverse incentive to delay tough decisions.

What key quotes define the book’s narrative?

Notable quotes include Mayer’s mantra “*You can’t have greatness without obsession*” and investor Daniel Loeb’s criticism “*Yahoo is like a student who starts every semester with As, then slides to Cs*.” Carlson also highlights her FYI meeting declaration: “*We’re not here to talk about the past*.”

How does this compare to other Silicon Valley biographies?

Unlike hagiographic founder stories, this offers a clear-eyed view of corporate resuscitation efforts. It pairs Yahoo’s institutional decay narrative with Mayer’s personal leadership journey, akin to *Bad Blood*’s Theranos exposé but with more operational detail.

What strategic mistakes does the book highlight?

Critical errors include rejecting Microsoft’s $44.6 billion acquisition offer (2008), overpaying for Tumblr ($1.1 billion in 2013), and Mayer’s failed “MaVeNs” (mobile, video, native ads) initiative that diluted Yahoo’s brand identity.

Марисса Майер и попытка спасти Yahoo! book cover

Краткое содержание «Марисса Майер и попытка спасти Yahoo!»

Николас Карлсон

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Внутри миллиардной авантюры Yahoo: Николас Карлсон раскрывает, как Марисса Майер сражалась с акционерами-активистами, корпоративным хаосом и гендерной политикой Кремниевой долины в отчаянной спасательной миссии. Эта бизнес-драма, названная Financial Times «корпоративным триллером», обнажает самый захватывающий вызов лидерству в мире технологий.

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Глава 1

The Tech Titan's Gamble: Marissa Mayer's Bold Attempt to Resurrect Yahoo

When Marissa Mayer stepped into Yahoo's headquarters on July 17, 2012, employees greeted her with Obama-inspired "HOPE" posters featuring her face. The symbolism couldn't have been clearer-Yahoo was betting its future on a 37-year-old pregnant executive from Google who had never been a CEO. The once-dominant internet pioneer had cycled through four CEOs in five years and lost its relevance to Google, Facebook, and emerging mobile platforms. Yet Wall Street and Silicon Valley were buzzing with optimism. "If anyone can save Yahoo, it's Marissa," became the common refrain. The book's popularity soared after its 2015 release, with tech executives and business schools adopting it as required reading for understanding Silicon Valley's leadership challenges. Bill Gates included it in his recommended reading list, noting how it illustrated "the difficulty of maintaining innovation in established companies." The story captivates because it examines not just Yahoo's business struggles, but the contradictions of Mayer herself-a technical genius with fashion magazine covers, a shy introvert thrust into a very public role, and a leader who preached work-life balance while working around the clock. Beyond the business case study, it's a human drama about ambition, identity, and the immense pressure of trying to resurrect an internet giant while the world watches.

Глава 2

The Rise and Fall of Yahoo's Purple Empire

Yahoo began in 1994 as "Jerry's Guide to the World Wide Web," a simple list of websites maintained by Stanford graduate students Jerry Yang and David Filo. Operating from a cluttered campus trailer, they renamed their creation "Yahoo" (Yet Another Hierarchical Officious Oracle), complete with an exclamation point and playful Uncle Stinky font. Neither founder was business-minded-Filo, raised on a commune, was a shy engineer who loved solving problems, while Yang, who'd never held a full-time job, served as the charismatic frontman. After rejecting AOL's $2 million acquisition offer in 1995, they sold 25% to Sequoia Capital for $1 million. Mike Moritz joined the board and immediately sought "adult supervision," recruiting Tim Koogle as CEO and Jeff Mallett as COO. The company they joined was barely functional-a small Mountain View office with secondhand furniture, six weeks of cash, and college students manually reviewing thousands of link submissions daily. Yahoo experienced unprecedented business growth over the next four years. From 1996 to 1999, employees surged from 200 to nearly 2,000, daily page views exploded from 6 million to 167 million, and revenues skyrocketed from under $70 million to over $200 million. Their April 1996 IPO saw a 151% spike, valuing the company at $848 million-making Yang and Filo worth $130 million each overnight. By summer 1998, both were billionaires. Jeff Mallett built Yahoo into a "giant manic machine" operating at his own frenetic tempo. By 1999, Yahoo had expanded worldwide with 4,000 employees, 250 million users, and approached $1 billion in revenue. Yahoo dominated competitors through superior engineering talent, Silicon Valley location, and innovative server architecture. Yahoo's market cap soared from $23 billion to $128 billion during 1999, but this success bred problems. Yahoo developed a lucrative business squeezing well-funded startups for advertising deals, with startups paying millions just to announce Yahoo partnerships before their IPOs. When Yahoo's sales executive Anil Singh warned "A storm is coming" in April 2000, many didn't listen. As dot-coms began failing, Yahoo's stock plummeted 87% by year's end. Despite doubling revenue in 2000, the board accepted CEO Tim Koogle's resignation in February 2001. Hollywood veteran Terry Semel was hired to replace him, bringing a traditional media approach to the struggling tech company.

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Глава 3

The Hollywood Executive Who Almost Saved Yahoo

At 58, Terry Semel was twice the age of the average Yahoo employee and unfamiliar with the internet, which he pronounced "Inna-net." He'd made his name running Warner Bros. for twenty years, growing its revenues from $750 million to $11 billion. After leaving Warner in 1999 with $500 million in earnings, Semel saw Yahoo as an opportunity to be Hollywood's bridge into the digital era. Unlike his predecessor Koogle who worked in a cubicle, Semel quickly commandeered a conference room as his unofficial office. He commuted weekly on a Gulfstream from his Los Angeles mansion, staying at the Four Seasons in San Francisco. Though his salary matched Koogle's modest $310,000, Semel received options for 10 million shares and invested $17 million of his own money in Yahoo stock. Over the next five years, Semel proved the doubters wrong. Yahoo went from losing $98 million in 2001 to profiting $1.2 billion in 2005. Market cap grew from $12.6 billion to $50 billion, rivaling Disney and Viacom. Revenues soared from $717 million to $5.3 billion, and the workforce more than doubled to 10,000 employees. Semel replaced Mallett with Dan Rosensweig as COO, a publishing veteran who became the visible cheerleader to Semel's more reserved leadership style. Crucially, he kept Sue Decker as CFO, a former star analyst who executed painful but necessary layoffs that positioned Yahoo for Semel's successful rebuilding. Decker's deep cost cutting enabled Semel to invest in a robust sales force led by Greg Coleman, a publishing veteran who transformed Yahoo's ad sales approach. Coleman implemented basic but effective strategies: hiring salespeople with actual industry relationships, teaching reps to use phones rather than just emails, and repairing damaged agency relationships. Yahoo's stock price soared from $8.11 in September 2001 to $43.21 by January 2006, allowing Semel to bank over $400 million from his option grants. However, Yahoo made a critical strategic error regarding search. In 2000, Yahoo partnered with Google to provide search technology, viewing search as a commoditized back-end service rather than a core product worth developing in-house. Despite Yahoo having 4,000 employees, only six worked on search. When Google launched AdWords in October 2000, it proved remarkably effective. By 2002, Semel attempted to buy Google, but negotiations failed as the asking price jumped from $1 billion to $3 billion to $6 billion. Unable to acquire Google, Yahoo executed "Project Symphony," acquiring Inktomi for $235 million and Overture for $1.63 billion. This approach initially worked-for eight months, Yahoo search grew faster than Google. However, Google ultimately won the search market through superior ad placement algorithms, while Yahoo arranged search ads by highest bidder in a straight auction. By 2005, Google's superior yield allowed it to outbid Yahoo on massive distribution deals with Firefox, AOL, MySpace, and IAC. Beyond search, Yahoo missed acquiring several other startups that became tech giants. They passed on LinkedIn and Twitter (both worth $25 billion by 2014) and made only a halfhearted effort to buy YouTube. In July 2006, Semel attempted to acquire Facebook, then a college-only social network, but lowered the agreed-upon $1 billion offer to $850 million at the last minute, causing Zuckerberg to walk away. Within a year, Facebook would be valued at $15 billion.

Глава 4

The Peanut Butter Manifesto and Microsoft's Bear Hug

By October 2006, Yahoo's stock had declined 38% that year. After a scathing New York Times article, Yahoo executive Brad Garlinghouse drafted what became known as the "Peanut Butter Manifesto," criticizing Yahoo's unfocused strategy, lack of accountability, and tendency to spread itself too thin across too many initiatives. The memo highlighted how no one at Yahoo could agree on what the company stood for-unlike competitors with clear identities. When the Wall Street Journal published the memo in November, it became the catalyst for Semel's eventual downfall. In January 2007, Eric Jackson, a small Yahoo investor with just 45 shares worth under $1,300, launched an activist campaign against Yahoo. Despite representing only a tiny fraction of Yahoo's shareholders, Jackson's campaign gained media attention. At the June 2007 shareholder meeting, Semel and targeted board members received an unprecedented 40% "withhold" votes-a stunning rebuke compared to the typical 1-2% for public companies. After Semel's resignation in June 2007, Jerry Yang stepped up as CEO and immediately appointed Sue Decker as president. During their hundred-day strategic review, they narrowed Yahoo's aims to three: becoming the "starting point for web users," being a "must buy" for online advertisers, and creating developer platforms. Their plans were dramatically interrupted on January 31, 2008, when Microsoft CEO Steve Ballmer made a hostile takeover bid, offering $31 per share-valuing Yahoo at $45 billion, a 62% premium over its current stock price. The offer came via fax during a Yahoo board meeting, followed by Ballmer's threatening call to Yang: either negotiate a sale or Microsoft would take the offer public to shareholders. Despite many senior Yahoo executives believing accepting the generous premium made sense, the board formally rejected Microsoft's offer and adopted a "poison pill" severance plan making hostile takeover prohibitively expensive. Yang explored alternatives while publishing optimistic financial projections. After contentious meetings, Microsoft increased its offer to $33 per share on May 2, valuing Yahoo at $47 billion. On May 3, 2008, Yang and Filo flew to Seattle without any independent board directors present. Microsoft expected Yang to counter with around $34.50 per share, but instead, Yang demanded $37. Sensing resistance, Ballmer asked directly: "Assuming we agreed on price, are you and David in? Do you want to do this?" Whatever their actual response, Ballmer heard a clear "No"-the founders weren't truly committed to making the merger succeed. Following the failed negotiations, Yahoo's stock plummeted 20 percent. By May 15, activist investor Carl Icahn had acquired 59 million Yahoo shares and threatened to replace the board. Despite some directors reaching out to Microsoft, Ballmer was only interested in buying Yahoo's search business. By September, Yahoo stock had fallen below its pre-offer price of $19.12.

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Глава 5

A Parade of CEOs and the Alibaba Lifeline

After Yang stepped down in October 2008, Carol Bartz became Yahoo's new CEO in January 2009. Known for her brassy, tough-talking style, Bartz had transformed Autodesk into an S&P 500 top performer. Upon arrival, she found Yahoo in complete disarray-inconsistent website designs across 33 different code bases, critical products functioning differently by country, and business units actively competing rather than cooperating. She compared Yahoo to the Winchester Mystery House-a sprawling mansion built without a plan, with staircases leading nowhere. Despite internal opposition, Bartz decided Yahoo couldn't win the search war against Google-it would be "Cuba versus the United States." She struck a ten-year deal with Microsoft in July 2009, outsourcing Yahoo's search business in exchange for a "boatload of cash" while retaining user search data. Bartz initially gained popularity with her reorganization and Microsoft deal. She became known for her brash, profanity-laced public appearances. By July 2009, Yahoo's stock had risen from $11.59 when she joined to $16.84, and the board was pleased with her progress. However, Bartz was overwhelmed by six destructive trends: declining search market share, Facebook overtaking Yahoo in display advertising, the flood of Facebook inventory depressing ad prices, Yahoo Mail usage declining as smartphone adoption grew, Yahoo aging as a company and losing talented executives, and the company becoming culturally uncool. By June 2011, shareholders were openly calling for Bartz's firing. When Yahoo missed Wall Street expectations by $300 million in Q2 2011, Bostock fired Bartz over the phone on September 6, 2011, prompting her to tell him, "I thought you were classier." She immediately emailed all 15,000 Yahoo employees announcing her firing and later told Fortune the board was full of "doofuses" who "fucked me over." Following Bartz's firing, Yahoo experienced a brief period of productive calm under interim CEO Tim Morse. This stability ended when Roy Bostock announced Scott Thompson as Yahoo's new CEO on January 4, 2012. Thompson's combative behavior worsened as his tenure continued. He implemented bizarre security measures and launched Project Alpha-a drastic plan to reduce Yahoo's data centers from thirty-one to six, sell the search business, and cut Yahoo Labs by 70%. Thompson's tenure ended abruptly when activist investor Dan Loeb exposed that Thompson had falsely claimed a computer science degree. By May 13th, Thompson resigned citing health issues, five directors departed, and Loeb gained board seats. In a stroke of good fortune, Yahoo reached a deal with Alibaba. Yahoo would immediately sell half its stake for $7.1 billion, plus receive a $550 million fee for terminating Alibaba's license to Yahoo technology. The deal started a two-year countdown to Alibaba's IPO, making Yahoo temporarily the only way for investors to gain exposure to the fast-growing Chinese company.

Глава 6

Marissa Mayer: The Unicorn CEO

In June 2012, Marissa Mayer flew to New York to meet with Yahoo directors. She arrived with a thoroughly developed plan for overhauling Yahoo's culture, executive team, and product lineup. After the dinner, one director immediately declared: "That's the next CEO of Yahoo." By July 2012, the Yahoo board was deeply divided. Fred Amoroso and several directors strongly favored interim CEO Ross Levinsohn, while others supported Mayer. After an informal vote showing a pro-Mayer majority, the board unanimously voted to make her CEO. When they called to offer her the job, Mayer revealed she was five months pregnant-news that didn't change the offer. Mayer had grown up in middle-class Wausau, Wisconsin, a brilliant but introverted child who connected more easily with teachers than peers. At Stanford, she abandoned pre-med for symbolic systems after realizing she wanted to learn critical thinking rather than memorization. After calculating a 98% chance that Google would fail, Mayer still chose the risky startup over a secure consulting job at McKinsey, drawn by the chance to work with brilliant people. Mayer joined Google in July 1999 during a period of crisis, with the site frequently crashing under unexpected traffic loads. Despite working past 3 a.m. and through meals during her first weeks, Mayer found the experience "amazing" rather than awful-she had finally found her place among like-minded people. After discovering she couldn't compete with elite coders, Mayer found her niche in user interface design. Starting with small projects like determining whether Google's search results should use serif or sans-serif fonts, she quickly rose from part-time UI team member to group leader. She established rigorous processes based on research and data, insisting every design decision be backed by facts. In 2002, Mayer created Google's Associate Product Manager program after noticing that her boss struggled to hire product managers that Larry Page would approve. The program consolidated Mayer's influence as she became the de facto head of Google's consumer products division, though her management style could be harsh-about a dozen APMs fled her office in tears during her first three years running the program. By 2010, Mayer's relationship with Google had changed. When Larry Page decided Google was moving too slowly and needed single leaders for each division, Mayer was removed from search and reassigned to Google Maps and "local" products. Her situation worsened when Page became CEO in April 2011, dissolved the operating committee, and created a new "L-Team" that excluded her. When Jeff Huber was placed above her in the hierarchy, Mayer fell into a funk, realizing her path forward at Google had disappeared.

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Глава 7

The Hope and Hubris of Mayer's Yahoo

On July 17, 2012, Marissa Mayer arrived for her first day at Yahoo, unsure even where to park her hunter-green BMW. Yahoo cofounder David Filo ceremoniously unrolled a purple carpet for her entrance, where she was greeted by posters of her face with "HOPE" emblazoned beneath them. Her office overflowed with cupcakes and colorful balloons from Google. Her phone immediately filled with congratulatory messages from dignitaries including Valerie Jarrett, Jamie Dimon, and Nancy Pelosi. Mayer had a unique advantage most turnaround CEOs could only dream of: Yahoo's stake in Alibaba would provide perfect "air cover" for her difficult work rebuilding Yahoo. As Alibaba grew in value over the next two years, so would Yahoo's stock price, regardless of Yahoo's core performance. However, this protection had a strict expiration date-Alibaba's IPO was scheduled before the end of 2014. In her first days at Yahoo, Mayer conducted clinical, almost cold one-on-one meetings with executives. She took notes without making eye contact, skipped pleasantries, and bluntly stated Yahoo would fail within years without dramatic changes. She hired Adam Cahan to lead mobile efforts, Jackie Reses for HR and acquisitions, Ken Goldman as CFO, Kathy Savitt as CMO, and eventually Henrique De Castro as COO after persistent negotiations that resulted in a staggering $100 million compensation package. Mayer immediately tackled Yahoo's transparency problem by instituting weekly FYI meetings where all employees could hear company updates, celebrate milestones, and directly question executives. Beyond communication, she redesigned the employee experience by providing free meals, removing security turnstiles, replacing BlackBerrys with modern smartphones, and distributing new MacBooks. Unlike previous Yahoo CEOs who merely approved strategies and empowered others to execute, Mayer took direct control of product development from day one. When told the Mail redesign was targeted for early 2013, she demanded completion by December, compressing an eighteen-month project into just five months. She personally grilled everyone on clickstream data and user experience, creating an atmosphere of intense scrutiny. Mayer gave birth to her son Macallister on September 30, 2012, becoming the first-ever pregnant CEO of a Fortune 500 company. Taking just a two-week maternity leave, she continued working intensely, once conducting a ten-hour earnings call rehearsal with her infant audible to everyone on the line. Her comment that "the baby's been way easier than everyone made it out to be" sparked controversy, with many women criticizing her for setting unrealistic expectations. By late 2012, Mayer's confidence was soaring. Yahoo's stock had risen 24 percent, employee attendance had dramatically improved with packed parking lots even on Fridays, and resumes were flooding in-ten thousand in a single week by May 2013. With this momentum, she made two bold moves: outbidding Facebook to acquire Tumblr for $1.1 billion and deciding to remove the board directors who had hired her-particularly Dan Loeb, whose aggressive oversight had become increasingly uncomfortable.

Глава 8

The Inevitable Unraveling

Mayer's first anniversary at Yahoo arrived with celebration and symbolism. At an all-hands meeting, she received a coffee-table book titled "Thank You, Marissa!" filled with employee messages from around the world. David Filo himself stood on stage to praise her leadership, noting that "few would have imagined that the energy, passion and excitement that exists today could be possible." Yet beneath this celebration lurked serious problems: shrinking search market share, declining display advertising revenues, and the reality that Yahoo's 60% stock increase had nothing to do with Mayer's leadership but everything to do with Alibaba. Mayer's COO Henrique De Castro proved to be a poor fit. At Google, he'd earned a poor reputation among advertising executives, known for his swagger, broken English pronouncements, and refusal to accept accountability. His reorganization of the sales force damaged traditional sales. When Yahoo's revenues continued shrinking through 2013, Mayer began contradicting him publicly and excluding him from discussions. Mayer believed she could easily grow Yahoo's search market share, which had fallen from 19.3% to 13% under the Microsoft deal. Despite having no control over search algorithms, she was confident that user interface improvements-her specialty-would make the difference. Yet by summer 2013, Yahoo's search share had actually dropped further to less than 12%. After a breakfast with Anna Wintour where she called Yahoo Shine "dreadful," Mayer became determined to reshape Yahoo's media brands into ones the elite would appreciate-despite Shine generating 75 million visits monthly and $45 million annually. She ignored metrics showing Yahoo users preferred celebrity stories over Katie Couric's interviews, yet still made her Yahoo's "Global Anchor" for $5 million yearly. While Mayer publicly encouraged work-life balance for most Yahoo employees, in practice she treated her direct reports with far more demanding expectations. Her leadership approach lacked empathy and positive reinforcement. Her shyness in small groups made her seem cold and closed off to her team. When presented with ideas she disliked, she would respond with cutting dismissals rather than constructive feedback. The honeymoon between Mayer and Yahoo's fifteen thousand employees lasted about a year. By fall 2013, employee sentiment was souring. The new Yahoo Mail redesign launched in October after just three months of development and immediately failed with severe technical problems. But what truly destroyed morale was Mayer's Quarterly Performance Reviews (QPR) employee rating system, which forced managers to grade on a curve, guaranteeing poor scores even for members of high-performing teams.

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Глава 9

The Final Chapter: Too Little, Too Late

As 2013 turned into 2014, Mayer reflected on her first eighteen months at Yahoo. She'd started with tremendous momentum but faced mounting difficulties: QPRs damaged morale, De Castro failed to deliver on ad sales, revenue stagnated, search market share shrank, no new hit products emerged, and Yahoo Mail suffered breakdowns. She embraced these failures, believing in the Silicon Valley mantra of failing fast-recognizing problems quickly, making corrections, learning lessons, and moving forward. Mayer personally addressed the Mail outages by joining the engineers in their war room. Rather than assigning blame, she promoted the product manager in charge, sending a clear message about continuing to move fast despite setbacks. Her biggest correction was firing Henrique De Castro in January 2014, despite the enormous $109 million severance package that revealed her desperation in originally hiring him. By spring and summer 2014, Mayer's superhero narrative was faltering. Despite a well-executed NewFront presentation in April, Yahoo's Digital Magazine strategy struggled-Yahoo Tech ranked seventh with just nine million visitors, Yahoo Food twelfth in its market, and Katie Couric's videos weren't gaining traction. Search market share continued shrinking to around 10%, half of what she'd once confidently predicted. Revenue growth remained elusive despite her focus on in-stream ads and client relationships. When Alibaba held its IPO on September 19, Yahoo received nearly $10 billion, with Mayer pledging half to shareholders while potentially using the remainder for acquisitions to stimulate growth. Despite all the hope surrounding Mayer's arrival, Yahoo's stock fell 5% on Alibaba's IPO day, revealing the market valued Yahoo's core business at less than zero dollars. By July 2014, investor sentiment was turning against Mayer. When Eric Jackson published a Forbes column suggesting Yahoo as an acquisition target, a major Yahoo shareholder contacted him, advocating for a Softbank or Alibaba acquisition. Jackson, once a vocal Mayer supporter, began organizing another activist campaign. He reached out to Jeffrey Smith at Starboard Value, who ultimately launched his move on September 26, 2014, with an open letter to Mayer suggesting Yahoo sell to AOL. Perhaps no person, regardless of talent, can truly save Yahoo. If Mayer fails, she'll join an impressive roster of extraordinary leaders who couldn't turn the company around: Jeff Mallett, who built a $128 billion international company; Terry Semel, who grew Yahoo from $5 billion to $50 billion; founder Jerry Yang, whose $1 billion Alibaba bet proved visionary; Sue Decker, a top analyst sought by Warren Buffett; and Carol Bartz, who transformed Autodesk into a growth machine. All were celebrated hires, and all ultimately failed. The fight to save Yahoo wasn't over yet, but the clock was ticking.

★★★★★

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“Прошло 23 дня, и я пользуюсь приложением каждый день. Теперь оно стало частью моей повседневной жизни.”

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Ключевые темы: Краткое содержание «Марисса Майер и попытка спасти Yahoo!»

corporate turnaround
silicon valley culture
digital transformation
executive leadership crisis
tech industry history

Лучшие цитаты — Краткое содержание «Марисса Майер и попытка спасти Yahoo!»

If anyone can save Yahoo, it's Marissa.
A storm is coming.
Yahoo became a giant manic machine.
Yahoo was betting its future on a 37-year-old pregnant executive.

Персонажи: Краткое содержание «Марисса Майер и попытка спасти Yahoo!»

Marissa MayerFormer Google executive and CEO of Yahoo
Jerry YangCo-founder of Yahoo and Stanford graduate student
David FiloCo-founder of Yahoo and shy engineer
Terry SemelFormer Hollywood executive who served as Yahoo CEO
Jeff MallettFormer COO who built Yahoo into a global machine

Об авторе

Николас Карлсон, автор книги Marissa Mayer and the Fight to Save Yahoo!, — признанный журналист и медиаменеджер, известный своими глубокими корпоративными биографиями и расследованиями в сфере технологий. Будучи бывшим главным редактором Business Insider (2017–2024), Карлсон курировал материалы издания, удостоенные Пулитцеровской премии, и создал ему репутацию автора бескомпромиссных разоблачений гигантов Кремниевой долины, таких как Facebook и Twitter.

Его опыт в анализе проблем лидерства и корпоративных преобразований основан на десятилетиях репортажей, включая отмеченный наградами материал 2013 года THE COST OF WINNING: Tim Armstrong, Patch, And The Struggle To Save AOL и статью для обложки New York Times Magazine о Мариссе Майер, которая стала финалистом премии Mirror Award.

Дебютная книга Карлсона сочетает в себе тщательное исследование и повествовательное мастерство для анализа бурного периода руководства Майер в Yahoo, опираясь на информацию из первых рук от ключевых игроков. В настоящее время он является генеральным директором Dynamo, медиа-стартапа, ориентированного на видео, и продолжает формировать деловую журналистику через такие платформы, как YouTube и LinkedIn. Книга Marissa Mayer and the Fight to Save Yahoo! цитируется в учебных программах MBA и адаптирована в кейс-стади благодаря ценным выводам об управлении кризисами и инновациях. Эта работа закрепила за Карлсоном статус ведущего летописца потрясений в технологической индустрии.

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This plan is essential for leaders navigating high-stakes corporate environments where merit alone isn't enough. It is designed for managers and executives who need to master influence, organizational politics, and the art of driving reform within rigid structures.

1 h 30 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

Billionaires, Bots, and the Ballot

In an era where tech giants and high-net-worth individuals wield unprecedented power, understanding the mechanics of modern democracy is essential. This plan is ideal for political analysts, tech policy advocates, and concerned citizens looking to navigate the intersection of private capital and state machinery.

1 h 30 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

The Manager’s Survival Guide

In today's volatile work environment, managers face the dual challenge of driving results while protecting team well-being. This guide is essential for new and experienced leaders navigating layoffs, burnout, and the rapid rise of AI. It provides the tactical tools needed to restore trust and maintain high performance under pressure.

2 h 30 m•5 Разделы

ПЛАН ОБУЧЕНИЯ

The Conqueror’s Code: Strategic Leadership

In an era of constant disruption, traditional management is no longer enough to sustain growth. This plan is designed for aspiring executives and entrepreneurs who need to blend bold vision with tactical agility and robust governance to build lasting organizations.

1 h 30 m•3 Разделы

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Escape the Competition Trap

In today's saturated markets, competing on price and features is a race to the bottom. This plan is essential for entrepreneurs and strategic leaders who want to stop fighting rivals and start creating new value for untapped audiences.

2 h 30 m•5 Разделы

Создано выпускниками Колумбийского университета | в Сан-Франциско

BeFreed объединяет глобальное сообщество любознательных людей

4.7

средняя оценка

Более 7,84 тыс. оценок приложения

Сообщество BeFreed

Честно говоря, я ещё даже не изучила приложение полностью, но за последние несколько дней оно меня по-настоящему впечатлило… BeFreed — совсем другой уровень по сравнению с любыми учебными приложениями, которыми я пользовалась. Оно невероятно увлекает и действительно улучшает концентрацию — то, что нужно всем, кто бесконечно листает ленту!

@ladyInfinity

Я купил BeFreed ровно 23 дня назад и с тех пор пользуюсь им каждый день. Оно полностью встроилось в мой рабочий процесс и привычку учиться.

@jayallen

Честно говоря, приложение превзошло все мои ожидания. Я могу попросить его сгенерировать аудио на любую тему, какой бы она ни была, и результат впечатляет. Моя профессиональная область — специализация в психотерапии, она мультидисциплинарная, но ответы очень точные.

@Raguipa

Больше всего я ценю то, насколько меньше я стал листать ленту: меньше времени уходит на поиск и больше — на усвоение информации. Сочетание полных аудиокниг, подкастов и планов обучения — блестящее.

@colonyofcreatorsNGO

Я уже 24 года работаю инструктором ускоренного обучения PhotoReading… книги, чтение и обучение — моя стихия, и BeFreed отлично справился, предложив инновационный подход к подаче информации в лёгкой для восприятия форме.

@BeFreed user

Это не просто приложение с кратким содержанием книг: я попробовал режим «весёлого чтения», и это гораздо лучший пересказ и способ схватывать идеи, чем традиционный. Уже ради одного этого оно того стоит.

@austinakon

Обожаю это приложение. Пользуюсь несколько дней и не могу перестать слушать. Отличный способ начать.

@jcrules328

Мне очень нравится это приложение; я тестирую его уже около месяца и считаю настоящей находкой. Оно отлично работает, потому что в BeFreed можно создавать собственные темы, а голос замечательный — с безграничным выбором озвучек.

@DanielCZ

Честно говоря, я ещё даже не изучила приложение полностью, но за последние несколько дней оно меня по-настоящему впечатлило… BeFreed — совсем другой уровень по сравнению с любыми учебными приложениями, которыми я пользовалась. Оно невероятно увлекает и действительно улучшает концентрацию — то, что нужно всем, кто бесконечно листает ленту!

@ladyInfinity

Я купил BeFreed ровно 23 дня назад и с тех пор пользуюсь им каждый день. Оно полностью встроилось в мой рабочий процесс и привычку учиться.

@jayallen

Честно говоря, приложение превзошло все мои ожидания. Я могу попросить его сгенерировать аудио на любую тему, какой бы она ни была, и результат впечатляет. Моя профессиональная область — специализация в психотерапии, она мультидисциплинарная, но ответы очень точные.

@Raguipa

Больше всего я ценю то, насколько меньше я стал листать ленту: меньше времени уходит на поиск и больше — на усвоение информации. Сочетание полных аудиокниг, подкастов и планов обучения — блестящее.

@colonyofcreatorsNGO

Я уже 24 года работаю инструктором ускоренного обучения PhotoReading… книги, чтение и обучение — моя стихия, и BeFreed отлично справился, предложив инновационный подход к подаче информации в лёгкой для восприятия форме.

@BeFreed user

Это не просто приложение с кратким содержанием книг: я попробовал режим «весёлого чтения», и это гораздо лучший пересказ и способ схватывать идеи, чем традиционный. Уже ради одного этого оно того стоит.

@austinakon

Обожаю это приложение. Пользуюсь несколько дней и не могу перестать слушать. Отличный способ начать.

@jcrules328

Мне очень нравится это приложение; я тестирую его уже около месяца и считаю настоящей находкой. Оно отлично работает, потому что в BeFreed можно создавать собственные темы, а голос замечательный — с безграничным выбором озвучек.

@DanielCZ

Мне очень нравится, что полезную, сжатую информацию и идеи можно получить в виде аудио в стиле подкаста на 8–15 минут. Я не большой фанат подкастов из-за «воды», но здесь её нет совсем.

@BeFreed user

Я заканчиваю докторскую и вынужден читать много незнакомого материала… В BeFreed достаточно ввести запрос — приложение само находит источники и создаёт аудиоподкаст. Мне процесс в BeFreed кажется удобнее, чем в NotebookLM.

@Brad

Я часто ищу на YouTube, что послушать за завтраком, на прогулке или по дороге на работу, и BeFreed предлагает ещё более точный подход — без рекламы и без «воды»!

@BeFreed user

Самое лучшее в этой платформе — её универсальность. Нет буквально ни одной темы, которая была бы ей не по зубам. Она справляется со всем, что ей даёшь… Редко встретишь учебный инструмент без ограничений, который действительно выполняет обещания.

@jayallen

BeFreed — потрясающее приложение. Благодаря удобному дизайну я трачу меньше времени на навигацию и больше — на учёбу. Сочетание аудиокниг, подкастов и планов обучения — гениальная комбинация, которая полностью изменила мой распорядок дня.

@BeFreed user

Сначала мне понадобилось время, чтобы разобраться, как создавать подкасты на итальянском, а потом — бум! Это же великолепно! Можно попросить объяснить любую тему, и он делает это отлично и очень умно!

@matteo77

BeFreed стал моим ежедневным приложением для аудиокниг… Больше всего мне нравится, что ты вставляешь свой текст — и получаешь аудио, которое можно слушать на ходу.

@kotanzu1

Мне очень нравится, что полезную, сжатую информацию и идеи можно получить в виде аудио в стиле подкаста на 8–15 минут. Я не большой фанат подкастов из-за «воды», но здесь её нет совсем.

@BeFreed user

Я заканчиваю докторскую и вынужден читать много незнакомого материала… В BeFreed достаточно ввести запрос — приложение само находит источники и создаёт аудиоподкаст. Мне процесс в BeFreed кажется удобнее, чем в NotebookLM.

@Brad

Я часто ищу на YouTube, что послушать за завтраком, на прогулке или по дороге на работу, и BeFreed предлагает ещё более точный подход — без рекламы и без «воды»!

@BeFreed user

Самое лучшее в этой платформе — её универсальность. Нет буквально ни одной темы, которая была бы ей не по зубам. Она справляется со всем, что ей даёшь… Редко встретишь учебный инструмент без ограничений, который действительно выполняет обещания.

@jayallen

BeFreed — потрясающее приложение. Благодаря удобному дизайну я трачу меньше времени на навигацию и больше — на учёбу. Сочетание аудиокниг, подкастов и планов обучения — гениальная комбинация, которая полностью изменила мой распорядок дня.

@BeFreed user

Сначала мне понадобилось время, чтобы разобраться, как создавать подкасты на итальянском, а потом — бум! Это же великолепно! Можно попросить объяснить любую тему, и он делает это отлично и очень умно!

@matteo77

BeFreed стал моим ежедневным приложением для аудиокниг… Больше всего мне нравится, что ты вставляешь свой текст — и получаешь аудио, которое можно слушать на ходу.

@kotanzu1

Узнайте больше о том, как обсуждают BeFreed в интернете