Friday, December 29, 2006

got milk?

Thursday, December 28, 2006

posts añejos de junio06

subí

From Plaza con Agus

mañana me voy a nuestro campo en córdoba durante 10 días.

me acompañan hijo y novia, allá me esperan padre, hermanos, primos y abuelas.

festejo mi cumple (el 7) allá y de nuevo el sábado siguiente acá (el 13).

mientras tanto les dejo unas muchas fotos para que se entregan.

clicky para mi picasa web albums!

Labels: , , , ,

Wednesday, December 27, 2006

act like you know

en los próximos días voy a ir actualizando "posts añejos", para su goce infinito.

es una compilación mensaul de posts que vale la pena leer.

hoy puse del 5/06:

Labels: , , , , , ,

no quiero balancear nada

Este año logré zafar de casi toda la depresión navideña que venía teniendo hace varios diciembres. Creo que fue quedarme en Buenos Aires haciendo huevo en vez de ir a Rosario y ser sometido a todo tipo de juicios familiares.

Nadie lo hace adrede o con intenciones, pero es inevitable. Yo también lo hago. Pero al fin del día es mejor así, prefiero ser yo mismo quien me analizo y exigo/congratulo.

Siento que hacer un balance del año justo en Navidad/Fin de Año es demasiado artificial, no tiene sentido. Es como las listas top 10. Siempre me parecieron muy truchas. Es demasiado casualidad que TODO sea justo de 10 ítems. Me queda la sensación que pusieron dos ítems de relleno o quedó un ítem 11 o 12 afuera y podría tranquilamente ser parte de la lista.

Nunca más voy a hacer un top 10, si puedo evitarlo.

Voy a hacer un balance del año en marzo.

A Raymi le gusta Sorín

Labels: , ,

Tuesday, December 26, 2006

postales del mes: diciembre

Boy-in-a-box

Creación en Meccano

Ms. Claus @ Aeroparque

Meccano playground

Pileteada @ Luli's

Frente a Kim y Novak dice "God Shave the Queen", pero no se lee, van a tener que creerme

Más quinta de Luli, todos morseando a la siesta. Vida dura, vida dura.

Fiesta fin de año en Asia de cuba, blondie barwoman

Se sirvió una sopa de tinto!

Labels:

postales navideñas

Papá Noel gordo sobre un mantel navideño

Mortero

Javi, Nikki, Chino, chillaxin'

Seeeeerio

En las afueras de Kim y Novak, Risi & I

25 de diciembre, 4AM, manu's



reiki

una amiga hace sesiones de reiki, a cambio de ese aviso voy a recibir una muestra gratis. cuando sepa si están buenas paso el dato.

aviso de puño y letra de la implicada:

¿Se siente ud. mal? ¿El estres afecta su día cotidiano? ¿No se resuelven sus problemas?
¡¡TENEMOS LA SOLUCIÓN!!!
>>>>> >>>>> *REIKI* <<<<< <<<<<
¡La filosofía oriental que ya cambio la vida de todo un hemisferio!
¡¡¡LLAME YA!!!

Labels:

viste, andy lo dijo

DUH! por fin encontré referencia a lo que decía acá: rollingstone.com dice, en el medio de una feroz crítica al pésimo disco nuevo de Gwen Stefani:
and the Fergie-imitating vocal - it rips "My Humps" as blatantly as "London Bridge" ripped "Hollaback Girl."

Labels:

Friday, December 22, 2006

fuera de foco: lámparas artesanales

son hechas a mano y están buenísimas

obvio que los precios son razonables y las recomiendo!

si te gusta y querés, mandá mail! (andyrock at gmail)


Thursday, December 21, 2006

fuera de foco

soon

dream job

quiero ser camarógrafo de concursos de cola reef.

o sea, puede haber un laburo mejor que éste?

estás todo el día al sol,

rodeado de mujeres divinas poniendote el culo en la cara.

o sea no entiendo que onda,

juro que si me entero que este pibe *COBRA* me mato

o sea, mirenle la sonrisa.

el flaco que tuvo la idea de hacer un concurso de colas es un genio

Labels:

Tuesday, December 19, 2006

retro-blogging

Está muy bueno este tópico, así que voy a seguir:

Uno de los primeros blogs, bien estilo Raymi, fue el de Puce. Una morochita bonita que posteaba cualquier boludez de 20-añera. Muy divertido.

Después estaba el de Elly (l.e.). Mucho más cutting-edge, la mina diseñaba páginas, se drograba, iba y venía. Amigas de internet, siempre iban de la mano, había toda una comunidad. Uno de los primeros blogs que leí.

Son blogs divertidos, mucho más eclécticos y stream-of-conscienceness, siempre libre como la toallita. Eran chicas un poco más grandes que yo, así que claramente las idolatraba, sin demasiado fundamento. Eso si, mi "diario" de esa época estaba claramente inspirado.

Labels: ,

ajo

Si mudás a Caballito, horrorizando a todos tus amigos, jodete si te pasa esto.

En mis últimos dos viajes a Montevideo paré en un hotel centrico rodeado de pizzerias y "chiviterías" (juro que les dicen así). Lo único que tienen para almorzar son milanesas napolitana, chivitos y "franfurters" (PANCHOS).

Estoy subsistiendo a base de merluza a la plancha con puré de papas. Puré de calabaza es demasiado sofisticado, ninguno tiene.

Labels:

Monday, December 18, 2006

pro-blogging

Me encanta cuando encuentro un artículo similar a un post mio. Acá va un ejemplo:

Blogging
Going pro

Nov 16th 2006 | SAN FRANCISCO
From The Economist print edition
More people are quitting their day jobs to blog for a living

ON HER blog, called Dooce, Heather Armstrong chronicles her life as a disenchanted Mormon in Salt Lake City, her former career as a high-flying web designer in Los Angeles, her pregnancy and postpartum depression, and so on. A year ago, her blog started generating enough advertising revenue to become the main source of income for her family. She is not alone. There are now just enough people like Ms Armstrong to signify a new trend: blogging as a small business.

Until recently, there were two main kinds of blogs. Most of the 57m blogs in existence are personal diaries that happen to be online. These blogs have tiny audiences and make no effort to sell advertising. Services such as Google's AdSense, which places text advertisements on blogs and generates a few cents per mouse click, might bring in some spare change. But according to Pew, an American research organisation, only 7% of bloggers say their main motivation is to make money.

The second main kind of blogs are, in effect, niche magazines that choose to publish in a blog format. These blogs are explicitly run as businesses, with paid staff doing the writing and sales departments selling advertising. The best example is Gawker Media, a stable of blogs that includes Gawker, a New York gossip site, and Gizmodo, a blog devoted to gadgets. Collectively its 14 blogs get 60m page views a month. Such blogs are “the most profitable media business today,” says Jason Calacanis, who runs Weblogs Inc, another stable of popular blogs that he sold to AOL, the web arm of Time Warner, a year ago. His sites, including Engadget, another gadget blog, are “an eight-figure-a-year business” with negligible distribution costs compared with the huge printing and shipping bills of traditional magazines.

Now, however, a third category is emerging: the mom-and-pop blog. “In the old days, we used to be called newsletter publishers,” says Om Malik, a technology writer who quit his job at Business 2.0 magazine in June to work full-time on his blog, GigaOm. He has hired two other writers, and his blog now attracts about 50,000 readers a day, generating “tens of thousands” in monthly revenues. Costs, including salaries, are around $20,000 a month.

One big reason why his blog works as a small business, says Mr Malik, is that an ecosystem of support is appearing. Like Ms Armstrong, he farms out advertising sales and administration to a firm called FM, launched last year by John Battelle, who once ran magazines such as Wired and the Industry Standard. In his old business of magazines, says Mr Battelle, the cost of acquiring an audience was “stupendous”—at Wired it was about $100 per subscriber. The cost of building a readership for a blog, by contrast, is nil. Once you have a lot of readers, however, the bandwidth costs become significant, and most medium-sized blogs cannot afford to hire the sales people needed to generate sufficient revenue. So FM's 15 sales people negotiate with advertisers on behalf of blogs they represent, keeping 40% of the resulting revenues.

For people like Ms Armstrong, who has about 1m visitors to her site a month, this makes blogging worthwhile. But it is not for everybody, she notes. She works about seven hours a day on her site, and continues to work while on holiday. Mr Malik concurs. “It's not easy,” he says. Building his audience has “taken me five years, and a lot of sleepless nights.”

Labels: ,

bestia

Carito tiene razón, Google me compró zapatos, pero no mucho más. Me copó tamibén enterarme que la minita de Dooce alimenta a su familia con su blog. Me parece genial difundir esto del AdSense, si lo hacés bien te motiva a bloguear más y más, lo cual es netamente positivo.

No está mal alimentar con un blog, no?

Labels: , ,

Sunday, December 17, 2006

room for rent

Estoy de nuevo en este mambo: Craigslist rooms for rent, Buenos Aires.

Me encanta vivir solo, estar en absoluto control de mi dominio, pero en este momento de mi vida estoy TAN poco en casa y necesitado de fondos que la verdad es que es una pena tener un cuarto entero vacío.

Labels: ,

homepage

No me acuerdo si alguna vez mencioné en este espacio de Justin Hall.

Es un tipo tuvo uno de los primeros sitios similares a lo que hoy sería un blog. Claro que le decían home page en esta época.

Yo tenía una en Xoom (, se llamaba "Ignorance is Bliss" y ponía cualquier cosa que se me ocurriera. En realidad pasé más tiempo haciendo el diseño (estructura en HTML) que escribiendo. Cuando llegué a algo sólido ya me aburrí y me obsesioné con otra cosa (comics, dibujo, videjuegos, magic, típico adolescente).

Me acuerdo que hacía copy-paste de una parte fija del HTML todos los días, cambiaba la fecha y escribía cosas como "hoy me bañé con la luz apagada y el agua demasiado caliente." Estaba muy al pedo.

Labels: ,

duh

Estas cosas me frustran, onda "por dios, nadie se dio cuenta?!", el grito "London, London, London" en London Bridge de Fergie (la de Black Eyed Peas) es IGUAL a uno de M.I.A.

El nuevo video de Gwen Stefani también es igual a Fergie.

Copiones.

Labels:

you and me both

Friday, December 15, 2006

agus visita a flopy


Debatiendo con la tía en el patio, descalzo como remedio.


"Mirá, esto de la PC es así nena, yo te explico..."


A ver chicos: una sonrisa enorme para la foto!


















"Qué mirás, nena?!"

Labels: ,

agus: acto fin de año

jet: observaciones de un flog

Visiten el fotolog de JET y vuelvan. Para motivar dicho laburo, una foto de él:


Algunos comentarios:
  • Las comillas se usan para citar o indicar que alguien dice algo, no para resaltar nombres propios
  • Tenés facha y lo sabés, eso está bien, pero no hace falta que digas que todas las fotos "son re feas" cuando salís exactamente igual en todas y encima flexionando
  • No te hagás el músico re-fanático porque tocás dos temas de Judas Priest
  • Estás grande como para que tus comentarios sean "salimos con los chicos, fuimos a la plaza y nos sacamos fotos"
  • TE LLAMAS JONATAN!
  • Encima por tus iniciales te pasás por J.E.T?!

Labels:

desayunando en aeroparque con bernie





Bernardo Neustadt at work:

votá a manu!

http://www.nba.com/allstar2007/asb/esp/ballot.html

No va nada mal:

2007 NBA ALL-STAR BALLOTING

EASTERN CONFERENCE

Forwards: LeBron James (Cleveland) 808,570; Chris Bosh (Toronto) 304,624; Jermaine O’Neal (Indiana) 258,139, Paul Pierce (Boston) 187,138; Grant Hill (Orlando) 168,695; Rasheed Wallace (Detroit) 144,228; Andre Iguodala (Philadelphia) 136, 785; Emeka Okafor (Charlotte) 98,502; Tayshaun Prince (Detroit) 93,514; Chris Webber (Philadelphia) 88,066.

Guards: Allen Iverson (Philadelphia) 595,200; Dwyane Wade (Miami) 586,679; Vince Carter (New Jersey) 433,363; Gilbert Arenas (Washington) 225,923; Jason Kidd (New Jersey) 190,385; Chauncey Billups (Detroit) 109,687; Stephon Marbury (New York) 107,219; Michael Redd (Milwaukee) 97,394; Joe Johnson (Atlanta) 78,680; Steve Francis (New York) 76,210.

Centers: Shaquille O'Neal (Miami) 522,815; Dwight Howard (Orlando) 415,708; Ben Wallace (Chicago) 216,443; Alonzo Mourning (Miami) 65,255; Andrew Bogut (Milwaukee) 46,178; Zaza Pachulia (Atlanta) 39,921; Zydrunas Ilgauskas (Cleveland) 38,590; Nenad Krstic (New Jersey) 33,459; Samuel Dalembert (Philadelphia) 30,744; Nazr Mohammed (Detroit) 30,078.

WESTERN CONFERENCE

Forwards: Kevin Garnett (Minnesota) 453,536; Tim Duncan (San Antonio) 423,228; Dirk Nowitzki (Dallas) 405,613; Carmelo Anthony (Denver) 364,419; Shane Battier (Houston) 265,340; Lamar Odom(L.A. Lakers) 155,289; Shawn Marion (Phoenix) 130,710; Josh Howard (Dallas) 118,399; Carlos Boozer (Utah) 113,289; Pau Gasol (Memphis) 100,192.

Guards: Kobe Bryant (L.A. Lakers) 720,375; Tracy McGrady (Houston) 668,130; Steve Nash (Phoenix) 432,083; Chris Paul (New Orleans/OKC) 156,801; Jason Terry (Dallas) 126,648; Manu Ginobili (San Antonio) 125,076; Tony Parker (San Antonio) 118,417; Ray Allen (Seattle) 111,841; Jerry Stackhouse (Dallas) 104,308; Baron Davis (Golden State) 93,777.

Centers: Yao Ming (Houston) 836,392; Amaré Stoudemire (Phoenix) 281,051; Erick Dampier (Dallas) 118,557; Mehmet Okur (Utah) 102,760; Marcus Camby (Denver) 64,082; Brad Miller (Sacramento) 33,376; Francisco Elson (San Antonio) 33,161; Chris Kaman (L.A. Clippers) 32,151; Chris Mihm (L.A. Lakers) 31,883; Tyson Chandler (New Orleans/OKC) 25,504.

Labels:

Thursday, December 14, 2006

rot in hell, pinochet

Augusto Pinochet
The passing of a tyrant
Dec 13th 2006
From The Economist print edition

No ifs or buts. Whatever the general did for the economy, he was a bad man

HIS was not the bloodiest of the military dictatorships that afflicted South America in the 1970s. That accolade belonged to the Argentine junta. Nor was it the longest-lasting: Alfredo Stroessner misgoverned Paraguay for 35 years and Brazil's collegial military regime lasted for 21. But General Augusto Pinochet, who ruled Chile from 1973 to 1990 and who died last weekend, was the most brutally successful of the dictators. He presided over a viciously effective police state and came to personify a whole era of bloody despotism during the latter stages of the cold war (see article).

The left abhorred him not only because of his brutality but because he overthrew the elected Marxist government of Salvador Allende. The coup in 1973, which had the backing of the United States, ended a democratic tradition in Chile that stretched back to the 1930s. For his defenders both at home and abroad—who not long ago were numerous—he was the saviour of his country. They argue that he rescued Chile from communism and went on to turn it into the fastest-growing economy in Latin America by applying free-market policies that would be imitated in eastern Europe and Asia. General Pinochet hoped that a record of economic success, not just intimidation, would enable him to win a referendum in 1988 and remain in power. Chileans voted instead to restore democracy, by 56% to 43%. The general stayed on as army commander, casting an overbearing shadow. He was finally brought to book, if not quite to trial, thanks to a Spanish judge, Britain's House of Lords and the courts in Chile.

The Pinochet story raises two uncomfortable questions for liberals. If the coup did indeed rescue Chile from an elected government that was Marxist-dominated—and thus anti-democratic—was it justified? The answer is no. The Allende government generated economic chaos and extreme political tension and would probably have imploded. But the intention of the junta was to crush democracy, not just communism.

The second uncomfortable question is whether Chile's subsequent economic success was possible only because of dictatorship. Like most Latin American dictators, General Pinochet was instinctively an economic nationalist. But he saw the “Chicago Boys”, a group of free-market economists, as a means to consolidate his personal dictatorship. The radical shrinking of Allende's bloated state was a way to avoid sharing patronage, and thus power, with the armed forces.

With Chileans cowed, the Chicago Boys could work as if in a laboratory, with no regard for social costs. They made mistakes: a fixed exchange rate and unregulated bank privatisations triggered a massive recession and financial collapse in 1982-83. More pragmatic policies and a renewal of growth followed. But it took the return of democracy in 1990, with its ability to bestow legitimacy, to create an investment-led boom and a large fall in poverty. Elsewhere in Latin America, free-market reforms were enacted by democracies.

When economic and political liberty are divorced

Most dictators are economic bunglers. A few get the economy right, as Spain's Franco did after 1958. But in the long run (as China is likely to discover) economic liberty seldom thrives in the absence of political liberty. And General Pinochet's claim to have stood selflessly for the former was tarnished when it emerged that he had amassed a fortune incommensurate with his salary. Even if history bothers to remember that he privatised the pension system, that should not wipe away the memory of the torture, the “disappeared” and the bodies dumped at sea. His defenders—who include Britain's Lady Thatcher—really should know better.

Labels:

líbido fest!

Juanitos - Rivadavia 7495
20 de diciembre, 20hs!
freaks only

teatro: pinocho

Ok, Agus tuvo un rol secundario, pero es solo hasta que llegue a salita de 6! Ahí si que la va a romper!

Labels:

que amargo que sos

Estudiantes se lo merece, un gran campeonato, va a quedar en la historia

Que feo ser vos, bostero

Gracias Santiago!

Wednesday, December 13, 2006

tricampeón

Casi nada amargo:
  • no salir campeón cuando con sacar 1 punto de 6 ya está definido,
  • festejar tres fechas antes,
  • repartir camisetas, posters y guirnaldas de tricampeón
  • perder el superclásico 3 a 1
  • quere echar a tu técnico al perder dos partidos, mantenerlo y después echarlo al final por no salir campeón.
Un minuto de silencio... para Bosta que está muerto!

Tuesday, December 12, 2006

businessweek y yo

estamos de acuerdo: las pcs de escritorio (desktops) son re siglo 20, onda, ya fueron.

Labels:

chivo II: XXX

Fotos subidas de tono, muestra curada por mi amiga personal Alina, en la Casa Brandon
(no fundir con Brando Gay Day, esto no es en el Teatro sino en Drago 236)

Labels:

chivo II: deseo

Mi amigo y ex-socio Mario tiene un blog que parece que es muy lindo. Parece porque recién empieza, pero es lindo.

Labels: ,

chivo I: andy recomienda Haltia

for all your summer swimsuit needs

Monday, December 11, 2006

suerte el miércoles

Para que no digan que festejamos los de la Banda, les dejo la banda que festejó (en tu casa, seguro lo viste)

si gana estudiantes me compro la camiseta y voy al obelisco.

un poema:

"Todos de la cabeza
Haciendo Descontrol
solo te pido river
que vos salgas campeon"

"El dia que me muera
yo quiero mi cajon
pintado de rojo y blanco
como mi corazon"

No importa Lo que pase el Miercoles/jueves
Demostraste que no tenes huevo!!!!

"Se mueve para aca,
se mueve para alla...

Esta es la banda
mas loca que hay...

Esta es la banda
del gallinero,
La que se coje
a Los Bosteros

Se mueve para aca,
se mueve para alla..."


gracias sir brat

Labels: ,

Sunday, December 10, 2006

te querés matar

aunque el miércoles salgas campeón, que bajón ser vos, bostero.

Friday, December 8, 2006

me gusta el debate

Entren a los links y opinen respecto al polémico tópico de los posts:

Labels: ,

Thursday, December 7, 2006

de la gorra




 Posted by Picasa

onda onda

Mala onda: llegar agotado al hotel y que no tengan listo tu cuarto por un check-in ridículo de 15hs
Buena onda: que te den un upgrade con hidromasaje

Nota: el Four Points by Sheraton Montevideo recibe la calificación de WWW (tres W's de cinco posibles, por un muy lindo edificio, cuarto enorme con vista excelente, mala atención en el front-desk y un desayuno más pobre que el de mi novia con mi heladera vacía - no saben cómo se las rebusca para hacer cosas ricas!)

Labels:

Wednesday, December 6, 2006

Yahoo: the Peanut Butter Manifesto

Salió a la luz un documento interno escrito por Brad Garlinghouse, senir VP de Yahoo! Este tipo de cosas me fascinan. Lean el memo, y después vean este artículo de BusinessWeek para ver el impacto.

Three and half years ago, I enthusiastically joined Yahoo! The magnitude of the opportunity was only matched by the magnitude of the assets. And an amazing team has been responsible for rebuilding Yahoo!

It has been a profound experience. I am fortunate to have been a part of dramatic change for the Company. And our successes speak for themselves. More users than ever, more engaging than ever and more profitable than ever!

I proudly bleed purple and yellow everyday! And like so many people here, I love this company

But all is not well. Last Thursday's NY Times article was a blessing in the disguise of a painful public flogging. While it lacked accurate details, its conclusions rang true, and thus was a much needed wake up call. But also a call to action. A clear statement with which I, and far too many Yahoo's, agreed. And thankfully a reminder. A reminder that the measure of any person is not in how many times he or she falls down - but rather the spirit and resolve used to get back up. The same is now true of our Company.

It's time for us to get back up.

I believe we must embrace our problems and challenges and that we must take decisive action. We have the opportunity - in fact the invitation - to send a strong, clear and powerful message to our shareholders and Wall Street, to our advertisers and our partners, to our employees (both current and future), and to our users. They are all begging for a signal that we recognize and understand our problems, and that we are charting a course for fundamental change. Our current course and speed simply will not get us there. Short-term band-aids will not get us there.

It's time for us to get back up and seize this invitation.

I imagine there's much discussion amongst the Company's senior most leadership around the challenges we face. At the risk of being redundant, I wanted to share my take on our current situation and offer a recommended path forward, an attempt to be part of the solution rather than part of the problem.

Recognizing Our Problems

We lack a focused, cohesive vision for our company. We want to do everything and be everything -- to everyone. We've known this for years, talk about it incessantly, but do nothing to fundamentally address it. We are scared to be left out. We are reactive instead of charting an unwavering course. We are separated into silos that far too frequently don't talk to each other. And when we do talk, it isn't to collaborate on a clearly focused strategy, but rather to argue and fight about ownership, strategies and tactics.

Our inclination and proclivity to repeatedly hire leaders from outside the company results in disparate visions of what winning looks like -- rather than a leadership team rallying around a single cohesive strategy.

I've heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular.

I hate peanut butter. We all should.

We lack clarity of ownership and accountability. The most painful manifestation of this is the massive redundancy that exists throughout the organization. We now operate in an organizational structure -- admittedly created with the best of intentions -- that has become overly bureaucratic. For far too many employees, there is another person with dramatically similar and overlapping responsibilities. This slows us down and burdens the company with unnecessary costs.

Equally problematic, at what point in the organization does someone really OWN the success of their product or service or feature? Product, marketing, engineering, corporate strategy, financial operations... there are so many people in charge (or believe that they are in charge) that it's not clear if anyone is in charge. This forces decisions to be pushed up - rather than down. It forces decisions by committee or consensus and discourages the innovators from breaking the mold... thinking outside the box.

There's a reason why a centerfielder and a left fielder have clear areas of ownership. Pursuing the same ball repeatedly results in either collisions or dropped balls. Knowing that someone else is pursuing the ball and hoping to avoid that collision - we have become timid in our pursuit. Again, the ball drops.

We lack decisiveness. Combine a lack of focus with unclear ownership, and the result is that decisions are either not made or are made when it is already too late. Without a clear and focused vision, and without complete clarity of ownership, we lack a macro perspective to guide our decisions and visibility into who should make those decisions. We are repeatedly stymied by challenging and hairy decisions. We are held hostage by our analysis paralysis.

We end up with competing (or redundant) initiatives and synergistic opportunities living in the different silos of our company.

YME vs. Musicmatch

Flickr vs. Photos

YMG video vs. Search video

Deli.cio.us vs. myweb

Messenger and plug-ins vs. Sidebar and widgets

Social media vs. 360 and Groups

Front page vs. YMG

Global strategy from BU'vs. Global strategy from Int'l

We have lost our passion to win. Far too many employees are "phoning" it in, lacking the passion and commitment to be a part of the solution. We sit idly by while -- at all levels -- employees are enabled to "hang around". Where is the accountability? Moreover, our compensation systems don't align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren't adequately recognized for their efforts.

As a result, the employees that we really need to stay (leaders, risk-takers, innovators, passionate) become discouraged and leave. Unfortunately many who opt to stay are not the ones who will lead us through the dramatic change that is needed.

Solving our Problems

We have awesome assets. Nearly every media and communications company is painfully jealous of our position. We have the largest audience, they are highly engaged and our brand is synonymous with the Internet.

If we get back up, embrace dramatic change, we will win.

I don't pretend there is only one path forward available to us. However, at a minimum, I want to be part of the solution and thus have outlined a plan here that I believe can work. It is my strong belief that we need to act very quickly or risk going further down a slippery slope, The plan here is not perfect; it is, however, FAR better than no action at all.

There are three pillars to my plan:

1. Focus the vision.

2. Restore accountability and clarity of ownership.

3. Execute a radical reorganization.

1. Focus the vision

a) We need to boldly and definitively declare what we are and what we are not.

b) We need to exit (sell?) non core businesses and eliminate duplicative projects and businesses.

My belief is that the smoothly spread peanut butter needs to turn into a deliberately sculpted strategy -- that is narrowly focused.

We can't simply ask each BU to figure out what they should stop doing. The result will continue to be a non-cohesive strategy. The direction needs to come decisively from the top. We need to place our bets and not second guess. If we believe Media will maximize our ROI -- then let's not be bashful about reducing our investment in other areas. We need to make the tough decisions, articulate them and stick with them -- acknowledging that some people (users / partners / employees) will not like it. Change is hard.

2. Restore accountability and clarity of ownership

a) Existing business owners must be held accountable for where we find ourselves today -- heads must roll,

b) We must thoughtfully create senior roles that have holistic accountability for a particular line of business (a variant of a GM structure that will work with Yahoo!'s new focus)

c) We must redesign our performance and incentive systems.

I believe there are too many BU leaders who have gotten away with unacceptable results and worse -- unacceptable leadership. Too often they (we!) are the worst offenders of the problems outlined here. We must signal to both the employees and to our shareholders that we will hold these leaders (ourselves) accountable and implement change.

By building around a strong and unequivocal GM structure, we will not only empower those leaders, we will eliminate significant overhead throughout our multi-headed matrix. It must be very clear to everyone in the organization who is empowered to make a decision and ownership must be transparent. With that empowerment comes increased accountability -- leaders make decisions, the rest of the company supports those decisions, and the leaders ultimately live/die by the results of those decisions.

My view is that far too often our compensation and rewards are just spreading more peanut butter. We need to be much more aggressive about performance based compensation. This will only help accelerate our ability to weed out our lowest performers and better reward our hungry, motivated and productive employees.

3. Execute a radical reorganization

a) The current business unit structure must go away.

b) We must dramatically decentralize and eliminate as much of the matrix as possible.

c) We must reduce our headcount by 15-20%.

I emphatically believe we simply must eliminate the redundancies we have created and the first step in doing this is by restructuring our organization. We can be more efficient with fewer people and we can get more done, more quickly. We need to return more decision making to a new set of business units and their leadership. But we can't achieve this with baby step changes, We need to fundamentally rethink how we organize to win.

Independent of specific proposals of what this reorganization should look like, two key principles must be represented:

Blow up the matrix. Empower a new generation and model of General Managers to be true general managers. Product, marketing, user experience & design, engineering, business development & operations all report into a small number of focused General Managers. Leave no doubt as to where accountability lies.

Kill the redundancies. Align a set of new BU's so that they are not competing against each other. Search focuses on search. Social media aligns with community and communications. No competing owners for Video, Photos, etc. And Front Page becomes Switzerland. This will be a delicate exercise -- decentralization can create inefficiencies, but I believe we can find the right balance.

I love Yahoo! I'm proud to admit that I bleed purple and yellow. I'm proud to admit that I shaved a Y in the back of my head.

My motivation for this memo is the adamant belief that, as before, we have a tremendous opportunity ahead. I don't pretend that I have the only available answers, but we need to get the discussion going; change is needed and it is needed soon. We can be a stronger and faster company - a company with a clearer vision and clearer ownership and clearer accountability.

We may have fallen down, but the race is a marathon and not a sprint. I don't pretend that this will be easy. It will take courage, conviction, insight and tremendous commitment. I very much look forward to the challenge.

So let's get back up.

Catch the balls.

And stop eating peanut butter.

Labels: ,

Friday, December 1, 2006

tobillo


Are you a workaholic? (WSJ.com pregunta)

Resultado:
You scored 120 out of a possible 147.

Your score in this range means your career is of major importance to you and you derive most of your personal identity from it. Such a high involvement may mean that you base too much of your well-being on your career, excluding other important areas of your life.

Beware: Exceedingly high commitment may make you susceptible to unacceptable self-imposed stress and eventual burnout. Successful individuals who sustain their career motivation maintain other interests besides work. These allow them to develop a more balanced life, which results in fewer illnesses, healthier relationships and steadier career achievement.

If you scored above 115, you may feel like a victim of pressures, incapable of controlling your time, energy and life. You need to learn to decrease the pressures, workload and stresses you experience in your work. You also need to explore how to make your time and energy contribute more to your overall well-being.