Skip to main content

Yahoo's 'No' to telecommuting: I am with Marissa's decision

The Yahoo! memo said, "We need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together."

She took a decision and many of us did not like that. Why? Because, we have our own perspectives and we have all the rights and perhaps right arguments to believe in and say, "Why Marissa is wrong" and "Why we are right". Even if we do not say, why we are right, we can say, why she is wrong. All that happens as every one of us have some hands-on experience with the kind of situation, which she has tried to control. Did we really like this? When a CEO, that too new CEO, a very young CEO and perhaps a lady CEO, who was hired when she was pregnant and delivered a baby a month back, takes such "Administrative" decision, it is always protested. If she wanted to bring people together, to learn and collaborate in real work-space, for many obvious 'good' that many commentators listed and what Marissa told clearly, it is her discretionary right to exercise.  Who knows as a servant leader, she may have been asked by board to tighten the rope and fix all loose ends.
Interesting to read that, "programmers/individual contributors have done better in WFH environment" and I agree but at the same time other programmers or architects or testers did not do so well as these great programmers were not there to help as they were not visible and not available. I have seen many failures when one lead is WFH after maternity or due to health reasons, team has suffered and due to poor productivity or quality or timeliness, many of these poor folks in office got fired or left company in utter disgust. Someone said in lighter vein, "Working From Home (WFH) is like Work For Home (WFH*)!

I think she has done a great job. This is high time for Yahoo! to huddle together and be One Yahoo!

All of us know that she is back to work in just 15 days, after delivering her baby!

We all want Yahoo to survive and do well. I remember one indelible statement that one Yahoo CEO made when asked to compare against Google. She said, Yahoo begins, where Google ends. Cannot agree more as she explained that Google tells you where can you find the search and details and analysis but does not do all lot on itself as Google. Yahoo does all that and more!

Look at Yahoo Finance page. Is it not on your Favorite list/bookmark bar?

Help Yahoo! Help Marissa. 


  1. Yes she is right when she says there in no scope "working from home", I have seen lots of employees have taken this trend for granted I really doubt the commitment level of employee working from home, as their are lots of home distractions.When it comes to HR their should be no work from home expect for special cases,any good employee initiative is misused to a great extent then the very initiative becomes absolute hope Yahoo's new trend will set things of work from office initiative effective across all the companies.


Post a Comment

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Well-known interviewing technique “laddering,” the Means-End Chain!

Courtesy HBR article...  The 30 Elements of Consumer Value: A Hierarchy ( Understanding Consumer Decision-Making with Means-End Research - Rockbridge ( Many of the studies involved the well-known interviewing technique “laddering,” which probes consumers’ initial stated preferences to identify what’s driving them In our research we don’t accept on its face a consumer’s statement that a certain product attribute is important; instead we explore what underlies that statement. For example, when someone says her bank is “convenient,” its value derives from some combination of the functional elements  saves time,   avoids hassle,   simplifies,  and  reduces effort.   We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms.  These elements fall into four categories: functional, emotional, life changing, and social impact. Our model traces its conceptual roots to the psychologist Abraham Maslow’s “hierarchy of needs,