Yahoo's update -> Mr. Yang, a cerebral, highly analytic executive who, by all accounts, cares deeply about the company he helped build and its workers, appears to have run out of time to answer those questions. A $44.6 billion bid from Microsoft is once again forcing Mr. Yang and his board to consider the viability of Yahoo as an independent company.
This time, Mr. Yang, 39, faces enormous pressure as he decides whether to try to rescue the company from the clutches of Microsoft, or accept the bid and watch Yahoo become part of Microsoft’s arsenal in its no-holds-barred brawl with Google.
Mr. Yang had quickly set priorities and laid out a precise strategy for making Yahoo more competitive.
Mr. Yang is one of the most successful entrepreneurs in Silicon Valley history. He helped build Yahoo from an early directory of Web sites into a sprawling Internet giant that offers services from online dating to e-mail that are used by nearly 500 million people around the globe. His wealth is estimated to top $2 billion.
On Wall Street, patience was running thin. Yahoo shares kept declining, from a high of more than $34 in October to about $24 at the end of the year and a low of $18.58 last week.
“We are still trying to do too many things, and fund them in a way that we need to in order to win,” said a senior executive who has grown disillusioned with Mr. Yang. “With the stock at $24 or $25, we’d be having a very different conversation now. But there were decisions made that were naive that have left us in a position where we can’t control our destiny.”
Mr. Yang himself, at times, suggested that some of the burdens of his new role weighed heavily on him. Speaking to Yahoo advertisers at a conference in October, he described the chief executive job as “lonely.”Mr. Yang and Ms. Decker were quick to outline Yahoo’s top priorities: becoming a starting point for consumers on the Web, developing technology and relationships to sell ads on Yahoo and other Web sites, and opening up Yahoo to outside programmers and publishers.
“As a founder everybody loves you,” he said. “When you become C.E.O., you can tell somewhat the behaviors change.” He later added: “You have to make tough calls.”
source : nytimes