I would recommend anyone interested in this story to also read the Forbes article about Mayer's problems and potential exit at Yahoo (http://www.forbes.com/site

I would recommend anyone interested in this story to also read the Forbes article about Mayer's problems and potential exit at Yahoo (http://www.forbes.com/sites/miguelhelft/2015/11/19/the-last-days-of-marissa-mayer/ http://www.forbes.com/sites/miguelhelft/2015/11/19/the-last-...). On top of stories about large number of executives have left over the course of 2015 (http://recode.net/2015/10/19/yahoo-talent-exodus-accelerates-as-marissa-mayers-turnaround-flounders/ http://recode.net/2015/10/19/yahoo-talent-exodus-accelerates...), the lack of vision/planning that contributed to executive discontent: > But perhaps none of these incidents damaged morale more than Mayer’s reorganization of Yahoo’s product teams. When Mayer launched the effort last fall, everyone agreed the existing structure had outlived its usefulness—for instance, mobile products was partitioned from other groups. But Mayer embarked on the process without laying out a grand vision for it. Instead, she began sketching out different scenarios in one-on-one meetings with various executives, floating one plan by one exec and a different by another. Unable to make up her mind, the process dragged on for months. “She went through 20 different permutations,” says an executive with knowledge of the process. “The product guys were twisting in the wind, not knowing what they were going to run.” > Product releases slowed to a trickle, and a turf war brewed as executives became concerned with their futures. Jon McCormack, a star executive who had joined Yahoo in January from Amazon and was promised a broad engineering portfolio covering critical areas like mobile, landed in the vacuum created by Mayer’s indecision. He was gone by the end of February and now works for Google. When Mayer announced the new structure in April, it was too late. “That was the beginning of everyone losing faith,” says another senior executive. “That’s when people started to look for other jobs.” I don't consider being the CEO of a multi-billion dollar company that's still trying to figure out where it fits in the 21st century a job anyone could possibly do, but it seems like Mayer's strategy has been a little all over the place with no real gain in any segment. From the WSJ article: > As her strategy has shifted, Ms. Mayer has variously cast Yahoo as a challenger to Netflix Inc. in online video content and as a threat to Google Inc. in Web search, but has made little progress toward either goal. I'm just not sure where she's trying to push Yahoo towards. What is their vision?