Yahoo's Marissa Mayer could get $55M in severance pay
latimes.com
latimes.com
> The basic message of Built to Last and other similar books is that good managerial practices can be identified and that good practices will be rewarded by good results. Both messages are overstated. The comparison of firms that have been more or less successful is to a significant extent a comparison between firms that have been more or less lucky.
> Because luck plays a large role, the quality of leadership and management practices cannot be inferred reliably from observations of success. And even if you had perfect foreknowledge that a CEO has brilliant vision and extraordinary competence, you still would be unable to predict how the company will perform with much better accuracy than the flip of a coin. On average, the gap in corporate profitability and stock returns between the outstanding firms and the less successful firms studied in Built to Last shrank to almost nothing in the period following the study. The average profitability of the companies identified in the famous In Search of Excellence dropped sharply as well within a short time. A study of Fortune’s “Most Admired Companies” finds that over a twenty-year period, the firms with the worst ratings went on to earn much higher stock returns than the most admired firms.
Mayer wasn't lucky. But I bet she's far more competent than most of us.
Pretty sure that anyone could sit on a pile of Alibaba stock and just do nothing, and come out ahead of where Yahoo is today.
This payout actually incentivizes her to want to be ousted, and that doesn't bode well for any of the rank-and-file.
I'm willing to stipulate this. It's worth pointing out that it's usually very difficult for people in highly politicized roles to just sit and do nothing, even when that's obviously the right thing to do and they would personally like nothing more.
No writes "expert in converting investors money into my own" on their CV but it is the main skill of most CEOs these days.
No. You're not privy to the details. Neither am I. It's easy to discount someone for a public failing, but imagine yourself in her shoes. Unless you're a bored corporate exec of a Fortune 500 company, I highly doubt you have the management and financial acumen to keep Yahoo! afloat.
In fact you seem to be saying she did not do a good job yourself as you put this defense of "ceo can't do much and this ceo had bad luck"
So what has she done to earn $55 million dollars? Without attacking anything about her personally, in the role of her job, did she do a good or bad job? I think a bad job or at most neutral job. In fact in writing this comment I looked at her bio and I came away really impressed, but at the same time Yahoos stack ranking wasn't popular, Tumblr I think was a fail move. Do I think anyone could have done a better job then her? I don't know...digital ad sales is huge but as a single person I don't know how much impact you can have.
Could they not have found someone else to go down with the ship for less then $55 million (say $5 million) or is 50 million just so little money for a large company like Yahoo that people who offer hire ceo just don't give a fuck about the difference between the two numbers.
I'm available. I'd do it for $54m.
Edit: Oh, who am I kidding. I'd do it for $50m.
Personally, I think it was obvious what Yahoo! should have done, at least from ~2005 onward: become a brand/site for a specific cohort of people as they moved through life. No young people use Yahoo!, nor should they be pursued; just have Yahoo! provide an evolving set of products for their existing userbase. Yahoo! might have gone back even more and taken the even-older-people market who were on AOL still, or found other sites targeting 50-80 year olds vs. Yahoo!'s core 40-50 market.
Buying Tumblr (which I dislike, personally; maybe too "young" for me?) was Mayer's dumb move. Everything else was either good or benign.
Building decent mobile apps, maybe a mobile platform or other platform, etc. around existing Yahoo! services to support old Yahoo! users would make sense.
My other strategy would be: Yahoo! for rural/small-town/etc. people in the US, and Yahoo! for black (older; not youth culture/urban culture, but middle class older black people), hispanic middle aged/family/etc., or other minority groups outside the mainstream. Yahoo! for black people, with an HQ in Detroit, Atlanta, New Orleans, Houston, etc., and Yahoo! Lat Am in South/Central America (and/or Miami) would be a way to move forward with new-to-Yahoo! people. Don't go after the silicon valley tech crowd (hyper competitive, tech based); a media strategy around other groups would have been viable. (and still might be)
Mayer was totally the wrong person for that strategy. Oprah Winfrey would be the ideal "Yahoo! for black middle-aged people" leader; I'm sure there were other people.
(My first move if I bought Yahoo! today would be to relocate the headquarters to either the midwest or Atlanta; anywhere but SFBA. Las Vegas might even work, but somewhere like Branson or St. Louis would make sense. Also makes it easier to do the mass layoffs. The Bay would be full of purple blood, unfortunately.)
(The racial/ethnic minority markets, especially older people, are also dramatically under-saturated, so there's a huge amount of growth opportunity there.)
And at some point slow-death while maximizing profits from each user actually is the right strategy for a business. I suspect Netflix DVD-by-mail business is largely operating on that model now.
> No young people use Yahoo!
No one here used Geocities when they were younger? Yahoo! Chess? Yahoo Games?
Yahoo was incredibly relevant with the young crowd in 2005. Indeed, Yahoo still owns the young crowd as the steward of Tumblr and Flickr.
Internet comments these days. I can't even...
Tumblr was an acquisition, and a very expensive one, which would not have been made by non-Mayer person following my strategy. Young people do not, generally, use Flickr (at least in the US); they use Instagram or Vine/etc.
(In 2005, what Yahoo! should have done was different than what Yahoo! should have done in 2013 -- in 2005, it still had a reasonable array of options. By 2013, the olds strategy was probably the most viable operating strategy, although even then, massive cost cutting and redistribution of Alibaba winnings to shareholders might have been the most preferred outcome.)
Yeah. Because young people in 2005 are now like 20 to 30 somethings today. That was 11 years ago man. A 35 year old today who was really into Geocities back in its prime was a 24-year old young person (although Geocities prime was really closer to early 2001 or 2002).
In any case, I fondly remember the awful Neopet communities with awful gifs and everything that I used to browse on Geocities. Anyone remember "Webrings" ??
Now I admit, 2005ish was when Xanga and MySpace started to take over (Facebook was a "college" thing, and not really relevant to high-schoolers at that time). But Geocities was still relevant at that time.
As a college freshman in 04-05, I have no idea what you're talking about.
It could be true, but it certainly isn't obvious.
This is probably 365x what an engineer makes there, she makes in a day what an engineer makes in a year. With this kind of compensation, the actual outcome of Yahoo's business is irrelevant to her. That and the fact that it is not her own business. This is an illustration of the modern problem of separation of real ownership from control. Henry Ford for example strived to buy out his investors and became close to being the sole proprietor of Ford Motor.
Maybe, but I doubt. An executive like her wouldn't settle just for a paycheck, success and image are way more important. Instead of becoming the CEO that saved Yahoo, her legacy is that she will become the last CEO of Yahoo (when the worst case happens) that didn't turn Yahoo around plus acquired a bunch of expensive startups. Oh yeah she did turn the culture around inside Yahoo more Google-like benefit, but history book usually tells the bad things first.
In fact it doesn't take an executive role to understand. I wouldn't want to go to another job with little accomplishment in my previous job. I just feel shit if I do.
> I wouldn't want to go to another job with little accomplishment in my previous job. I just feel shit if I do.
Bullshit. Most people would be fine feeling a little shitty for a few years for THREE HUNDRED MILLION DOLLARS.
This theory that somehow executives are motivated "differently" is totally bonkers. They're just as selfish and short sighted and apathetic as you or me, but they're playing at the high-roller table with other people's money.
I think you're completely wrong, maybe you dont know what youre talking about (by not being at exec mulit m position). You judge compensation from your perspective.
My argument is: you forgotten (financial) starting point of her. Jump to yahoo didnt increase her situation x7 (capital) and this is currently widely believed change which must happen to individual to have permanent happines increase because of financial change (inducing financial backed motivation). She for sure is aware of how it works.
That being told your argument against that success and image is not important to her is wrong. It is much more important to her than money compensation.
Please don't call my point bullshit because that's horseshit plus we aren't her, so everything here is simply personal perspective.
Who's shortsighted, here?
I can't think of any profession where the demands to compensation ratio is so out of whack. As an engineer you're expected to be exceptionally bright, exceptionally creative (we have to invent new things all of the time), exceptionally passionate, deal with stress (an off-by-one error can cost your company millions) all while living a very middle class life. I'm sure being a brain surgeon is much more stressful and takes longer to achieve, but hey, those people live in neighborhoods I can't afford to go into.
Most doctors and lawyers don't make lots of money in comparison to a reasonably well paid software engineer. There are tracks that will lead to bigger bucks (if lucky) where you essentially sell your soul for the chance to get there. Big law firms have "partner track", doctors and lawyers can start their own practice, and various areas in medicine can still be very lucrative (eg, plastic surgery). Those tracks are all super hard. The equivalent for software engineers is starting a company or seeking a high level position at a large, fast-growing company.
I agree that software as it exists today will change: more people will come into it, wages will go down in many areas. Smart people that want to make more money will specialize (hopefully choosing the right specialization).
As a comparison though, an independent consultant with a reasonably sought after technical specialty can make significantly more money, with less school and regulation, than lawyers or doctors at similar levels. If you start a successful software business (even a tiny ISV with real customers), you can make considerably more than doctors or lawyers, again with less school and regulation. I'm sticking with software!
Attorney pay and software engineer pay seem remarkably similar. Physicians earn, on average, double what attorneys and software engineers make. But there's a lot of ways to cut that: engineers can start earning much earlier than physicians can. There is also a much wider gamut in quality, in that some working software engineers are quite bad, but doctors that are quite bad are rightly forced to leave the profession. This arguably skews the average up. Also less ultimate downside risk in software: nobody can take away your right to practice software engineering.
If the question is: "Where can I maximize my earning potential: law, medicine, or tech?" I still say tech. I'd also argue all 3 of these jobs are "middle class professions", but tech has the highest upside for anyone branching out on their own (IE, fortune 500 is not filled with practicing doctors and lawyers).
This might not represent the "average" attorney, but there really isn't a comparable track to take as programmer while maintaining the title "programmer."
Regarding physician pay, you cited the average salary of an internist. There are many specialties (orthopedic surgery, cardiology, urology, dermatology, radiology, etc.) that earn far more on average.
Intern/Freelancer: ~80k p/ year --> Engineer/Consultant: ~150k p/year --> CTO/CEO: ~250k p/year --> post-acquisition or (better yet) profitable founder: $500k-$10M+ p/year.
Sample sizes get smaller and smaller as you go up the scale. To be fair, you're no longer "programmer", but "attorney" can mean so many things at this point, it's almost more like saying "working in tech industry".
Yes, that's my point. To travel your "software engineer track," you need to stop being a software engineer and climb the management ladder or become an entrepreneur to get the big salary bump.
> but "attorney" can mean so many things at this point
I don't know what you mean by this. I referred to attorneys at law firms, who can make $250k+/year for life as attorneys. Or doctors in well-paid specialties, who can typically and reliably make $350k+/year for life as doctors.
What's more, in these fields a person's perceived value actually increases with time and experience, whereas a software engineer's perceived value more resembles that of a linebacker.
Specialists earn $284k according to a national average, with some specialties earning far more.
There's really no comparison in what the typical programmer makes versus a doctor, corporate lawyer, investment banker, etc. But those fields are generally much harder to break into, and working conditions can be much worse early on in one's career.
[1] http://www.medscape.com/features/slideshow/compensation/2015...
They have lots of opportunities for outside income on top of the peasant level $200k. Speaking and consulting and taking bribes from pharma.
Teacher is one that immediately comes to mind. Nurse? Probably. Soldier? If you're deployed, certainly.
I don't think software engineers actually have that high a level of demand, on the whole. Don't get me wrong, many lead very stressful lives but a great many are also coddled with free food and amenities in their office, babysitting relatively static code. Then they go home to their comfortable apartments with smartphone app controlled lights.
Another HN article mentioned that top AI researchers get offers comparable to NFL quarterbacks.
And I disagree on this; we are (not all of us, I know there are plenty of clock in-and-out engineering jobs) expected to invent new things on an almost daily basis.
I can't think of any other job where you judged based on the number of widgets you produce where you are also expected, again -- almost daily, to produce new types of widgets (that are only vaguely speced for you).
When I think of jobs where people are expected to create new things; I think of architects, fashion designers, and the like.
My mom was a nurse, and the thing I noticed about her work was that when she was off duty, she was off duty. Since she was not ultimately responsible for any patient's care, at the end of shift she could just walk out and leave it all behind. If they needed her after that, she got overtime at time-and-a-half, I think. And she got a bit of pay when she was on call, too.
http://work.chron.com/much-registered-nurses-paid-year-6869....
No, no and yes. Teaching is an incredibly easy job, you barely have to do anything, and you get paid very well. Nursing is more stressful, but still pays quite well.
So you're talking elementary school teacher, then. An absolute world of difference away from high school teaching.
That's not a profession that lacks the need to be passionate, or deal with stress (a verbal slip could mean our family is killed) while requiring creativity and years of experience to be effective.
I get to sit on my ass and make over 4 times as much as her.
There are many more professions people could cite, I'm sure.
There are all kinds of startups that Yahoo could have bought or invested in, all kinds of areas that have the potential to be wildly successful. Who would have thought Amazon, a retailer, would be the platform of the cloud computing world.
It's the CEO job to see this, what not everyone else can see. That's what deserves the many millions of $.
Maybe Yahoo has long ago accepted that their only remaining shareholders must be in it for the exciting, flashy news headlines. In that case, they might feel compelled to go for an exceptionally expensive CEO only for the news value, just like very expensive watches are not bought despite their price but because of it. Marissa Mayer then would not have made it if she offered to do the job for half the price, not beating everybody else's CEO spending would have been out of character for Yahoo.
I don't understand the engineer comparison at all. Every person in her role adopts much more responsibility, takes on a huge risk of failure that can be career ending and they can face a media frenzy that attempts to bash them into the ground. Why would anyone try to compare her salary to an engineers?
It isn't really, tho. It's established by the compensation committee that is convened by the board and comprises of board members.
Starboard bitched about the compensation committee since it only had 2 members on it, and they were favorable to Mayer (giving her credit for what is effectively a rise in Alibaba).
Starboard got 3 of it's own board members onto that committee now, so the fun times are over.
The conflict of interest in the process has always been that you have your own board members, some of whom you bought into the board, deciding compensation. A lot of these directors are themselves the subject of compensation committees at other public companies - so there is a quid pro quo amongst those who serve on each others boards.
It takes an outside activist investor to break up these friendly and circular compensation cliques.
I like Mayer, but it is really difficult to justify these compensation packages when the core business she is running is performing so poorly. I don't think many people would have any problem with her earnings hundreds of millions of dollars - but only as a portion of gains made by rescuing Yahoo's decline.
But the bottom line problem with CEO pay is that you get a huge pay packet just for getting out of bed, no matter how badly you do; pay is completely decoupled from performance.
When Leo Apotheker was at HP for just under a year he received $13m in comp, severance of $7.2m, shares worth $3.56m, and a performance bonus of $2.4m - all while losing $30bn in value.
Developers like to speculate about 10X programmers. But ahere's no industry acknowledgement at all that the 0.001X CEO or manager is a real phenomenon. Anyone working at that level seems to be completely protected from business consequences.
Meanwhile the engineers who get fired walk away with nothing.
I don't know the details, as I'm not a Yahoo employee, but it's not uncommon for that to be the case.
Bleeding a failing company dry with a huge comp package is the complete opposite of taking responsibility. If Mayer stood to lose $300MM of her own money (i.e., money that she had before she joined Yahoo), then we could talk about leadership with consequences.
What's her severance in proportion to her annual salary along with tenure? The norm for my area/role, as an engineer, is 4 weeks per year of service. So 6 years would get me half a years salary, but you know what - it's only two weeks per year for "lesser" roles in my company such as support.
It was the Nokia board that made a bonus clause in Elop's contract if he managed to sell the company.
"Now We Know Why - Nokia's Elop had a $25M personal bonus clause from the Nokia Board if he was able to sell the handset unit to Microsoft"
http://communities-dominate.blogs.com/brands/2013/09/now-we-...
Blame Nokia board, not Microsoft!
But yes, Nokia itself was most to blame for its failure to "pee in its pants" and adopt Android when it still had 2x Samsung's market share in phones.
Check the The Register articles about the whole Symbian vs Maemo.
The prior Nokia leadership openly mocked the iPhone as a non-threat, and then the company got destroyed by what it represented. Their arrogance was integral in Nokia's suicide.
The only thing you'd ever need to know about Nokia's downfall is represented in this graphic:
http://i.imgur.com/m2pSsHk.png
And this article [2008]:
"Shares of Nokia Corp. fell as much as 10%" ... "Nokia Chief Executive Olli-Pekka Kallasvuo on Thursday brushed off suggestions that Nokia needs to do more to fight back the foray of iPhone onto its home turf, calling it a ‘niche product."
http://macdailynews.com/2008/04/17/nokia_shares_slammed_in_w...
But it is market that often determines these numbers and we simply do not possess the information to look at all those variables.
It's also a very risky and short lived career.
Case in point is that worth of Mayers might depend on far too many factors which we cant comprehend and we must not judge her.
The problem is that companies are over reliant on a single leadership figure. This makes little sense in large companies with lots of complex divisions and interests. Does it really make sense to rely on a single person to guide the company?
It's altogether different point what market gives to that person. Market generally rewards anyone irrespective of their actual merits, because market works on apparent merits and anyone good at selling themselves succeed.
Ponzi was a very good example of how markets work. [1]
Yahoo as well might have allowed itself to get "ponzied". That's their foolishness and they are paying its price.
[1] https://en.wikipedia.org/wiki/Ponzi_scheme
Edit: typo and added link
The downside protection afforded to CEOs is ridiculous - heads I win, tails you lose.
Marissa likely has no post-Yahoo career. I doubt she will ever have another regular job after Yahoo, and instead after a little while she'll be a board member and have advisory roles at some places. I don't see how there is another CEO role in her future after Yahoo gets ripped apart by an acquiring iceberg.
The money she stands to make is meant to compensate her for that scenario. It's also meant to be a deterrent to proceeding with a sale in the first place, although I think it will prove to be insufficient.
As a CEO, you can screw up a company -- as a result, the employees and shareholders. However, the CEO's future must be secured.
Not bad.
We like to hold CEOs accountable for failures (i.e. they may never work again). Nobody who can help it is going to take that gig unless they know they're set for life in case of failure.
If you were given $55 million and left tomorrow, then never worked again, by the time you hit 60 you won't have spent even half of it.
Frankly, $55 million is an obscene amount of money.
That being said I still don't think she did a particularly good job even given where she started, but you never know that about a person until they get to sit in the big chair.
No, that is the 55,000,000.00 question.
Is Amazon's success due to Bezos or luck? I prefer to bet on Bezos rather than luck.
People are bad at statistical reasoning.
Quoting from http://www.businessinsider.in/Marissa-Mayer-will-make-365-mi... :
> Only about 3.3% of her projected $365 million compensation package is tied to Yahoo performance, and that's the company's annual target bonus of $2 million.
That would make one say that she is way too smart. Competence is another thing.
> It’s important to understand that Ms. Mayer’s performance-based equity award values in the Summary Compensation Table reflect the significant appreciation in our stock price between when the awards were originally approved by the Compensation Committee and when the applicable annual performance goals were subsequently set (the accounting measurement date). For example, our stock price increased 178 percent between July 16, 2012 (the date on which Ms. Mayer’s recruitment awards were originally approved) and March 6, 2015 (the date on which the recruitment option’s 2015 tranche was valued for reporting purposes). That option tranche had an original approval value of $3 million in 2012, and a reported value of nearly $20 million in 2015, due to our intervening stock price appreciation (which benefits executives and shareholders alike).
The exercise price of the options is not lower than the stock price on the day the options/RSU's were awarded
You could argue that the scheme was poorly designed since she is being rewarded for the performance of BABA, rather than the performance of YHOO.
The second part is that the severance pay portion is only paid out if Mayer is fired after a change of control event on the main entity. This excludes the sale of Yahoo internet assets that are currently being negotiated, but takes effect if there is a takeover of the main entity.
It looks more like a poison pill, or insurance from being fired too early for Mayer, rather compensation that is intended to be paid.
In related news, Yahoo just finished up a long battle with Starboard (who got 4 new members onto the board - including 3 onto the compensation committee (which is now at 5)) who took issue with compensation - but I don't think there is much they can do right now.
It was very liberating once I'd got that idea out of my head.
Becoming a successful entrepreneur means people like Elon Musk not corporate CEO's like Marissa Mayer...
The creators are the ones who bring things to life and redefine or create markets. There are very few of these people and they're often hard to work with because their very mindset requires them to ignore the rules. Elon Musk and Steve Jobs fall into this category.
The managers are the ones who can take something that exists, refine and grow it, and provide stability over a longer run. They tend to be rule followers and understand "the formula" and how it works. They may occasionally have those "creator" flashes and make a leap but that's not their purpose or goal.
Finally are the mooches. They know the rules and go through the motions so they're easily mistaken for the "maintainer" types but they're not there to promote stability. They want to get their piece of the pie and move on.. like locusts.
When a certain part of economy inflates some other part deflates. And that other part might be more important than unicorn companies that are pure bubbles full of hot air offering exaclty 0 in the society.
I hope you cheerlead with a lot of gusto for the golden boys. After all they didn't take money out of your pockets? Right? Right???
And yes, if Yahoo decides to pay ridiculous compensation to their CEO, I don't care. I don't own any Yahoo stock.
I am more convinced every day that the marginal income tax above a certain limit (my proposal is 100 * 2000 * minimum wage per hour, I'm willing to go lower to build consensus) above which the income shall be taxed at 90% of the additional income. It is the right thing to do. I want companies to go to the executives and say "look, it costs us too much to give you any more money. Please try to cooperate."
It is the right thing to do.
If you do own stock, then get enough shareholders together to vote on executive compensation.
That's the proper mechanism. If you can't get enough shareholders to change things, then I guess it's not that big of a problem to most.
The other option is just don't own stock. That's your choice.
I understand not every decision can be made in a centralized manner but I think a progressive personal income tax is the right thing to do.
I'm glad you're here to enhance this conversation.
And I'd wager it does have something to do with many people. CEO salary increases don't happen in a bubble - there has been an unprecedented increase in them while income growth in the middle class has stagnated horribly.
A good CEO can be worth an incredible amount of money to a large company, which is why they command such amazing pay. Just think, how much is it worth to Apple to have Steve Jobs as CEO vs. someone else? His leadership helped add hundreds of billions of dollars to their market cap. Naturally, the owners of the company are going to be willing to pay him a lot to help keep his interest.
CEOs are a popular scapegoat because they're easy to identify and their rewards are outsized, but they're not the actual problem, and it's counterproductive to focus on their compensation.
Since you bring up stagnating wages, it sounds like you are suggesting that the reason middle class workers aren't being paid more is because the money is going to bigger CEO pay. Do you think that if the CEO was paid less, then that money would go to the workers? Because it wouldn't, it would go towards higher profits for the company and so more money for the shareholders. The shareholders, who ultimately decide how much the CEO gets paid. This is the problem some of us have with debates about CEO compensation. It ultimately boils down to complaining about how people choose to spend their own money.
The success and failure (including how poor performing CEO's are remunerated) of top companies directly impacts my finances and indirectly affects my business enviroment and direction of the country.
Not to mention simple freedom of speech around a public company.
Yes, it does have something to do with me. And yes, I will have an opinion.
The reality is that CEO pay isn't based on performance. its based on some bizarre dance done in the highest boardrooms designed to extract the most wealth possible for the 2 - 5 years someone is CEO regardless of how they run the company.
In 1983 the average CEO was paid wages equal to 50 average employees. Today the ratio is over 300:1.
If this is the free market at work then our economy and society is doing something profoundly wrong to produce such an enormous shortfall in qualified CEOs. Clearly we need to identify what's wrong with our upper classes that they no longer seem to be able to produce qualified senior-executives. Maybe they're being educated improperly? Perhaps social problems endemic to that type of person can explain the executive skills gap? In the meantime, at the very least, we need to have a temporary guest worker program to ensure our companies aren't crippled by senior executive shortages.
https://en.wikipedia.org/wiki/Minimum_wage_in_the_United_Sta...
The government failed to do its job since 197x. The growing income disparity is the result of free market let run completely free by the government. It is the basic example from statistics 101 - in completely symmetric odds situation that thus looks fair at first ("free market"), the player with deepest pockets wins with higher probability. The government by not increasing minimum wage provided for much significant disparity between the "depth of pockets" and thus the resulting increasing income gap.
Executive 'severance' shall not be comprehended at all.
Something is very, very, very wrong in our culture.
Add to that the fact that Yahoo had a recent serial history of hiring then firing CEOs before they brought in Mayer, and the pool of potential people to fill the spot shrinks again.
Yahoo had no pathway to success and was likely to fail spectacularly - especially given the way the board was behaving - which signified to any potential hire that it might be their last job. The pool of potential CEOs shrinks again.
Of course the incoming CEO would negotiate a well-beyond-market severance package. They shouldn't even want to hire someone who didn't have the foresight to do so.
You're acting like they just hired Paris Hilton off the street, when the reality is that she busted her ass her entire career in a field that few women have had major success in.
The last CEO to hold onto the job at Yahoo as long as Mayer has is Terry Semel, and he got booted in 2007.
Sprawling, disjoint, unfocused, patchwork... these descriptions comes to mind, and they apply as much to Google, whose rise and slip from clarity of purpose and mission is eerily similar in contour to those of us who remember when Yahoo was All That.
This bubble's obsession with unicorns is a fine example of an emergent system marshaling unbelievably vast resources in the service of perversely petty and frivolous aims.
There's nepotism all over silicon valley, but there's also a strong respect for brains and the ability to get things done.
If you want your kids to have a better life than you did, a free market capitalist economy is where you want to be. If you want to maintain your family's position of power and wealth, you want to be somewhere else.
Executive pay is what it is because the system is very, very broken.
The manners in which it has been systemically broken and remains broken through the collusion of the infinitesimally small number of people occupying the roles of winner are well documented, indeed, they are trivial to enumerate.
I'll say it again. In the future, that we let these systems degrade to this point will be viewed with horror, and the same sort of moral incomprehension that we now claim to hold with respect to slavery and every other human failing.
I hope my children see the day. If they don't it's because things have continued to slide in the other direction, which means things are going to live in a nightmare.
What you are suggesting is a system that over and over again has proven to create poverty and destroy innovation.
She didn't want to be fired 6 months into the job. Yahoo is a big ship, and Marissa wanted time to turn it around and see results. I assume she negotiated a large severance pay not as a way of making lots of money, but rather to incentive the board to give her a chance.
The game theorist in me says this is probably correct. I suppose it would be helpful to think of severance pay as a hedge against the downside risk of failure. Still, it does sound kind of awful that she'll get this much money with the company itself having, essentially, negative value.
1. 1995 - 2001: Tim Koogle
2. 2001 - 2007: Terry Semel
3. 2007 - 2008: Jerry Yang
4. 2009 - 2011: Carol Bartz
5. 2012 (5mo): Scott Thompson
6. 2012 (3mo): Ross Levinsohn (interim)
7. 2012 - now: Marissa MayerI see tech companies business models (very broadly) as being one of a few kinds:
- serving masses and revenue-through-ads (the social media model)
- serving masses and selling a product
- serving big businesses
it looks like Yahoo! was in the first category at that time and there was already market monopoly by Google, Facebook, Twitter, and so on. So continuing what they were doing already but better meant taking those companies head on, and that was an uphill battle.
So I was of the opinion that the best way forward IMO would be to seek new markets and low hanging fruit, maybe explore creating a product, maybe get into hardware, maybe serve big businesses.
Over the years I never heard Yahoo! do something radical, or go into a new direction, or even seek some safe investment. I might not be fully-informed though, but if that's really the case then the CEO is clearly to be blamed for it. So TBH I'm not surprised Yahoo! is still not doing well and has to be sold.
Looking for corrections/more-info/thoughts in response to my comment. Thanks!
Have the "elite" somehow made it illegal to get rid of them without multi-million dollar packages? Or is this just an example of, we do it because it's always been done this way?
The incentives seem to be of the heads-I-tail-you-lose variety, for all the complex performance pay that it is nominally made up of. Most arguments you do hear seem to apply equally in 1950 or 1980, so why the trend?
The common sense argument that a CEO is so impactful on a company so big, that CEO pay is always worth it inasmuch as it has any kind of meaningful effect on performance. 3% improvement in Yahoo's value is $1bn and you'd imagine the 1st choice CEO is worth at least 3% more that the 2nd. I reckon that kind of thinking plays a big role here.
This kind of money, and the way so many of these packages seem to come with weird ways (eg severance pay) to add 7, 8, 9 figure sums in certain cases seems dangerous. Self interest is naked once these sums are in play and the room for cynical, self interested choices is very wide for a CEO.
She did everything a good executive should not do. She tried to acquire her way to growth when she couldn't stabilize the core business. She hired consultants to reaffirm things she already knew, and she spent lavishly on silly things. She was a great middle manager who was never going to be a good CEO.
Because people won't "just stop using them." Yahoo's current users aren't the early adopter type. They don't like change, or trying new things.
It was always the kinda-dowdy boring brand for non-technical people. Even at the very beginning it wasn't even the go-to link list for smart/knowledgeable people. Yahoo! Mail was for people who were too unresourced to have their own mail accounts or maintain university/work/etc. accounts.
Example: https://finance.yahoo.com/quotes/BABA,BIIB,FB,QQQ,UPS,VHT/vi...
I.e. with one click I can get a custom snapshot of whatever basket I'm interested in, with everything there and links to drill down for more.
Jack Dorsey is almost that, but he had previous involvement at the top of Twitter so maybe not quite the same thing.
The reason I ask is I think Marissa has received an awful lot of particularly aggressive criticism, and it'd be interesting to see if men in her situation receive the same treatment from HN, the tech press, etc.
It would be interesting to find a good comparison.
This practice of manufacturing discrimination seems to be a popular tool among feminists (see: Hillary Clinton)
I also am not sure how you'd distinguish she was getting criticized due to her gender as opposed to it just being an extremely iconic company from internet history that has steadily gone down the tubes. It's a bad situation and tons of people have lost their jobs, I'm not sure how one could speculate accurately that the criticisms are because she's female vs. the other dozens of issues.
cheers
If you could find an example of a guy in a similar situation who has received a similar level of criticism, then I think you could at least conclude that gender wasn't the primary factor in motivating criticism.
If you couldn't find an example, then not much could be concluded.
Scully and then Amelio @ Apple? Fiorina @ HP, certainly after Eckhard Pfeiffer screwed the pooch at Compaq. C. Edward Acker after Sewell screwed up at Pan Am. Kay Whitmore at Kodak.
Edison was a horrible CEO; but of the many companies he founded, the only one that survives is the one that fired him early on. No one every hired him to be a turn-around person.
Turn arounds are hard. The company falters. New person brought in. That person fumbles. Yet another new person. Company recovers. If the company doesn't recover - you probably haven't heard of them.
http://www.theguardian.com/commentisfree/cifamerica/2009/aug...
http://theadvocate.com/news/education/15631957-123/universit...
You get the picture. There's a reason "golden parachute" is a well-known term.
I personally hope YellowPages buys out Yahoo, I think they'd be able to best handle the transition to making Yahoo change into what it needs to be.
1. VC
2. 2nd-in-command at a unicorn
3. Starts her own company
A nonprofit would also be an interesting choice.
“My proceeds from the PayPal acquisition were $180 million. I put $100 million in SpaceX, $70m in Tesla, and $10m in Solar City. I had to borrow money for rent.”
Disclaimer: I use no Yahoo! products other than Yahoo! Fantasy Sports for fantasy hockey.
Since the actual spinoff seems to have fizzled, Yahoo does still own them, but I can only presume they did serious damage to its user trust by leaving it in this limbo state. They also claimed revenue of $50 million a year when they announced the spinoff, which is not exactly big money for a place Yahoo's size.
In Yahoo's case, Maynard Webb, Jr. is Chairman of the Board and member of the Compensation Committee. Jane Shaw (Intel) is Chair of the Compensation Committee. And Fred Cook is the Board's Compensation Consultant. Regardless of whether you think her package excessive or reasonable, these are the people who ought to receive credit or blame.
Took 4 years for the company to fail, you mean?
I think they don't particularly know what they are competing for and that this works out nicely for CEOs. Obviously there are people that can add a great deal of value to certain situations. I don't think there is a good method of identifying them. If there was such a method, pay would be lower (or we'd have many more great companies).
They are competing for people to run their company? Relevant experience and skill set? Just like any other job?
My point is, if you have two companies, A and B. A is on a downward slope for the past few years and needs a turnaround. Company B is on the uphill slope and is going to be a unicorn.
Just because Company A is doing poorly, doesn't mean they can pay their CEO less. Why? Because the potential hires could always just go to Company B.