Yahoo announces post-Microsoft reorganisation

Yahoo has announced a major reorganisation in the aftermath of its decision to rebuff Microsfot and the subsequent departure of a number of key executives.


Yahoo has announced a major reorganisation in the aftermath of its decision to rebuff Microsfot and the subsequent departure of a number of key executives.

Stressing its goals of being the "starting point" for most Web users and a "must buy" for most online advertisers, as well as the most attractive platform for developers, Yahoo will now centralise its product development operations.

It will also create a business region just for the U.S. and its end-users, advertisers and Web publishers. In addition, Yahoo will form what it calls an "insights strategy team" and enhance its technology infrastructure so that product designers and engineers will communicate and collaborate better.

"These moves accelerate the ability of our deep and talented team to build great products, grow our audiences and improve monetisation globally," said Jerry Yang, Yahoo's CEO.

Reporting to President Sue Decker will be three new teams:

  • the Audience Products Division, which will oversee product strategy and product management and will be led by Ash Patel, former manager of Yahoo's Platforms & Infrastructure group;
  • the U.S. region, which will be led by Hilary Schneider, previously chief of the company's Global Partner Solutions group; and
  • Insights Strategy, which is in charge of centralising and executing "a common strategy for the use of data and analysis across Yahoo," and the chief of which will be named later.

The new organisational structure will improve Yahoo's products and speed up decisions, the company said.

In technology and infrastructure, Chief Technology Officer Ari Balogh will be in charge of developing a "world class" cloud computing and storage infrastructure, unifying platforms and improving the communication between product developers and engineers.

As a result, Yahoo will create a Cloud Computing & Data Infrastructure Group, and move all the teams that work on end-user services and sites to the Audience Technology Group under the guidance of Venkat Panchapakesan.

The reorganisation looks like it could help simplify and streamline key processes in order to help Yahoo achieve its key goals, said industry analyst Greg Sterling of Sterling Market Intelligence. However, Sterling said,

"Reorganisations are very hard to second-guess because you don't necessarily know the people who are getting promoted or shifted around, and you don't see a lot of the internal considerations driving the decisions," Sterling said. "There's a lot of opacity there."

Based on their track records, the people being put in charge seem capable and respected, Sterling said, adding, "You can reorganise and reorganise, but if you don't have strong leaders and engaged employees, then you won't get the desired results," he said.

The announcement of the cloud computing and data infrastructure group left Gartner analyst Allen Weiner scratching his head and wondering if that means Yahoo plans to follow Google and Amazon into the market for hosted IT services.

Yahoo said the cloud computing group consolidate and extend the company's considerable resources and talent in this area, including Yahoo's ongoing support of the Hadoop open source grid computing project, she said in an e-mailed statement.

The resulting "next generation cloud computing and data infrastructure" at Yahoo will not only power the company's existing and future sites and services, but also "any services ultimately extended to customers," Yahoo said.

For Weiner, the most interesting piece of the reorganisation is the creation of a centralised product development group. One of Yahoo's main weaknesses in recent years has been its inability to create and release truly innovative products and services, having instead to rely on acquisitions to fill that internal gap, he said.

This problem has been evident in the apparent disconnect between Brickhouse -- Yahoo's internal innovation incubator unit -- and the commercial product development teams, he said. Brickhouse has come out with some interesting, early stage prototypes that have gotten the thumbs-up from industry experts but that, for some reason, have gotten stuck on the way to a mass release, Weiner said. "There's been no process to link Brickhouse into a product development and release cycle," he said.

This reorganisation is the latest of several major overhauls that the company has implemented in the past 18 months or so, and comes at a thorny time, as Yahoo deals with the aftermath of the failed attempt by Microsoft to acquire it.

The three-month pursuit, which ended in early May, has led shareholders to sue the company, saying its directors and managers failed in their fiduciary duty to shareholders by, allegedly, sabotaging Microsoft's acquisition attempt. Investor Carl Icahn has nominated an alternate slate of candidates to oust Yahoo's current board. In addition, Yahoo has seen many high-profile executives abandon the company in the past two months.

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