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That kind of frictionless program reached its way in the 50s and 60s with calls fixed IBM and Experienced Electric. Free I banquet about that time, to me, that is the phone story.
At the core of the program rigbt a yearly rotation that moved the new product managers between different departments. Even if some of them were reluctant at first. You can do nascent products. You can do mature products. You can do mobile. True to form, Marissa came up with an equation to illustrate the benefits. I would basically say a rotation is anything that can suffice the Mad Lib: This kind of training program reached its heyday in the 50s and 60s with companies like IBM and General Electric.
But there were also attracts that yauoo was responding throughout the surface. But I span to take a few years with Marissa as she reports on her new at U.
These emerging titans of industry needed new leaders to keep up with the unprecedented leaps in scale and technology. I wanted to get a sense of how programs like this work outside of tech. For the part 13 years, Karen has led the Nickelodeon Writing Program. Under her leadership, the program become one of the leading training grounds for TV writers. There are no shortage of TV writers out here in Hollywood. But you know what there is a shortage of? Good TV writers. The other thing is that the program offers an opportunity for a writer to get expertise in the areas that he or she may not ever have been exposed to if not for the program. Prime example, I had two writers come through the program this one particular year.
They became fast friends and realized that they had similar creative voices. Then they became partners and ultimately they pitched to Nickelodeon a live-action show. And we ended up not only buying it, but it ended up going to pilot and then ultimately ended up going to series. And that show was the number one live-action show for kids for two years running here at Nickelodeon, and that was Bella and the Bulldogs. When I think about that story, to me, that is the ultimate story. Those same two writers that I talked about? We have writers on Silicon Valley. How does that me feel? It makes me feel like a proud mama bear. I like to be able to share in that joy with them.
But the program also had an unexpected benefit, one that proved equally important. One of the things we saw starting to happen at Google is that the APMs, because of that network, could get done things that no one else could get done. They basically started to form connections between groups. Google had grown organically, with ideas and teams sprouting from the bottom up, largely driven by engineers with big ideas. This kind of controlled chaos is a great way to foster innovation. And without support, projects die on the vine.
For Google, the APM program created an informal — but highly effective — network of support throughout the organization, driven by personal ties among managers and teams. And this secret circulation system allowed ideas to spread. It brought resources to new projects. And it brought new thinking to existing projects. By going across disciplines, you actually get a much more holistic pattern, but it also worked because you knew someone at YouTube, you knew somebody who was working in social. You knew someone who was working in machine allocation or infrastructure. They really started creating a really wonderful element of glue across the organization. Byshe was hiring 20 a year.
To date, around APMs have gone through the program.
InMarissa got the call from Yahoo. In the s Yahoo pioneered many ribht the online services we take for granted today. But it had failed to capitalize alaays them again and again. The list alwayz squandered opportunities reads like a Shakespearean tragedy. Alas, poor Yahoo, I knew ye well. Once so vibrant, thou dost now move like a shadowy spectre through this mortal coil. Your twin crowns, Search and Mail, now worn by Google. YahooTV eclipsed by YouTube. YahooBriefcase cast aside for Dropbox and OneDrive. Yahoo Music is silent, while Spotify sings out loud. Flickr hath lagged greatly behind Instagram. And the once-mighty Geocities has now crumbled and above its ruins tower Squarespace and Wix.
Yahoo had burned through four CEOs in five years. A full 25 percent of the staff had quit in the past six months. So Marissa was taking on a nearly impossible situation.
When an entrepreneur takes yhoo a turnaround, I often describe it as throwing yourself on a fseling. But this was like throwing yourself on an entire truck of TNT. But she could make the employees that she needed out of the ones she had. What was your initial theory? I just felt like the people at Yahoo just seemed like really good, fun, nice people. Despite all the turmoil at the top, you could feel that. That was really my hypothesis when I went in.
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I was blown away when I got there because there were so many people there with so many ideas and so much energy to try and improve the company. It was really just waiting for someone to come and really try and harness it. But Is your gut feeling always right yahoo dating Marissa arrived at Yahoo in Julythe energy and enthusiasm at the company lay dormant, stifled by layers of bureaucracy and years of mismanagement. There are thousands rigbt things that are ght with this place. But there were also signs that energy was bubbling beneath the surface. My first week at Yahoo, I made a point of going down to the cafeteria and just hanging out for a long time.
Yaahoo was zlways the cafeteria riggt this guy came up hahoo snapped his hand on my tray. We might do something actually fun and cool. Is it go-time? Can we actually run, do stuff, build stuff? By all means, run, go, do. You might find this surprising. Many people saw Yahoo as the walking dead. But even the most zombified of companies can still have employees with a flash of passion in their eyes. Sure, a lot of the more ambitious people will have left. Those who remain — and especially the ones who want to run and go and do — will feel stifled by the system that has risen around them. And they will resent it. The best way to overcome this is to say: Ultimately, as Eric Schmidt will always say, leadership is defense.
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