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Yahoo's 'Mission Accomplished' Moment: Talent Retention

Marissa Mayer and other tech employers should focus less on an aggressive acqui-hire strategy and more on moonshot engineering goals, current and former Yahoo employees say.
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Lorna Garey
Lorna Garey,
User Rank: Author
3/20/2014 | 9:27:37 AM
Re: Better employees than products?
Exactly - quick, dear reader, name ONE even mildly exciting Yahoo product or project. Betcha can't. And given that, how long will it be able to afford to acqui-hire?
Thomas Claburn
Thomas Claburn,
User Rank: Author
3/19/2014 | 12:27:30 PM
Re: Bigger than Yahoo
I think there's an inherent problem in corporate growth. In large companies, it's difficult to insulate creative, boundary-pushing people from bureacracy. Once you grow beyond, say, 40 people, you move into playing revenue defense, which isn't interesting for those who want to break new ground. 
Shane M. O'Neill
Shane M. O'Neill,
User Rank: Author
3/19/2014 | 11:49:15 AM
Better employees than products?
It's not surprising that Yahoo's acqui-hires, acqui-preneurs, and acqui-gineers have a hard time staying excited. Yahoo buys companies left and right, but it's been plodding along with a vague product line and negative reputation. The company needs great engineering projects and digital products to match its talented but restless workforce. But shouldn't talented people and great products be one in the same? Apparently not so much at Yahoo, and this implies dysfunction.
User Rank: Author
3/19/2014 | 10:08:14 AM
Bigger than Yahoo
Yahoo's an easy target, one that Coverlet illustrates well. But this problem is rampant among tech employers -- perhaps more so in IT organizations than tech vendors. People, especially the brightest people, want to make a difference. They're not just after a big paycheck and stable work. 
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