Earlier today, I had reported that Yahoo Chairman Roy Bostock was stepping down.

He is, and the full letter he just released saying so is below.

Bostock did not say in the missive who will be Yahoo chairman in his place. Intuit CEO Brad Smith has a full-time job, and the newly installed Weather Channel CEO David Kenny does, too. Among the current directors, that would leave Sue James, Patti Hart and newly installed Yahoo CEO Scott Thompson — or one of Yahoo’s new board members.

In the letter, Bostock outlined the departures of four board members and the addition of five more directors (two of which were just named); did a little back-patting of his recent efforts to turn Yahoo around (after presiding over the board that got the Silicon Valley Internet giant into this mess); noted that the Asian talks to sell Yahoo’s stakes there are proceeding (it’s coming!); gave Thompson a thumbs-up (go, Scott!); and delivered kudos to Jerry Yang, the co-founder who left only weeks ago.

“Working with Jerry was always a delight,” wrote Bostock.

(Me, not so much, I would guess! Bygones?)

All kidding aside, Bostock has been the subject of a lot of criticism about Yahoo’s troubles, both deserved and undeserved, most especially for the non-sale to Microsoft several years ago. Many, including activist shareholder Daniel Loeb most recently, have called for his resignation.

It has not been an easy job, to be sure, so it must be a bit of a relief for the longtime advertising exec, who serves on other prominent boards, to finally pull away from the Yahoo black hole.

So, who’s next?

One interesting line in the letter, which everyone already knew, was that none of the various bids from outside investors have passed muster.

Wrote Bostock: “We have engaged with potential investors and reviewed proposals concerning an equity investment in the Company, although at this time there have not been any proposals which have been deemed by the Committee to be attractive to our shareholders.”

Here’s the Bostock letter:

Yahoo! Releases Chairman’s Update for Shareholders

SUNNYVALE, Calif., February 7, 2012 – Yahoo! Inc (NASDAQ: YHOO), the premier digital media company, today released the following shareholder update from its Chairman Roy Bostock.
February 7, 2012

Dear Fellow Shareholders:

I write today to update you on the actions the Yahoo! board has taken, and the actions it is pursuing, to increase shareholder value and position the Company for growth. These actions result from a process I initiated about six months ago in a special meeting of the independent directors in which we analyzed the reasons why Yahoo! was not meeting either our own expectations or those of our shareholders.

The board decided then to move aggressively on three fronts to position Yahoo! for future success: one, we initiated a search for a new Chief Executive Officer with a vision and set of skills to lead Yahoo! into the future; two, we undertook a comprehensive strategic and structural review of the business; and three, we decided to assess the composition of the Company’s board of directors relative to its ability to enhance the prospects for Yahoo!’s future success. We have made progress on all three fronts.

First, and most importantly, we have appointed Scott Thompson as CEO to lead our company. Scott is a capable and dynamic leader who brings the experience and expertise the Company needs to achieve robust growth and success in the marketplace. Over the coming months and years, Scott will lead an outstanding team of Yahoos to deliver engaging user experiences driven by innovative products.

Second, we have made significant progress on the comprehensive strategic review which is overseen by the board’s Transactions and Strategic Planning Committee, chaired by director Brad Smith, the CEO of Intuit. The Committee’s guiding principle has been to assess alternatives which would increase value for all Yahoo! shareholders, and the Committee has been open to any transaction or initiative that would serve this objective.

As part of this review, we have pursued a wide range of discussions with potential partners. We have engaged with potential investors and reviewed proposals concerning an equity investment in the Company, although at this time there have not been any proposals which have been deemed by the Committee to be attractive to our shareholders. We are also in active discussions with our partners in Asia regarding the possibility of restructuring our holdings in Alibaba Group and Yahoo! Japan. The complexity and unique nature of these transactions is significant. While we continue to devote significant resources to these discussions, we are not in a position at this time to provide further detail or to provide assurance that any transaction will be achieved.

Finally, the board has concluded that in order to accelerate the Company’s transformation, the combination of a new Chief Executive Officer with an enhanced team of independent directors would provide Yahoo! with the expertise and perspectives necessary to drive innovation and growth going forward. Therefore, Mr. Joshi, Mr. Kern, Mr. Wilson and I have volunteered not to stand for re-election at the next shareholders’ meeting.

Furthermore, the board today elected two highly qualified independent directors, Alfred Amoroso and Maynard Webb, Jr. Mr. Amoroso served as President and CEO of Rovi Corporation until December 2011 and, among other positions, had previously served as the President, CEO and Vice Chairman of META Group, Inc., the President and CEO of CrossWorlds Software, Inc. and as a member of the world-wide management committee of IBM Corporation. Mr. Webb, the Chairman of LiveOps, Inc., served as that company’s CEO until July 2011. Prior to that, Mr. Webb was Chief Operating Officer of eBay and Senior Vice President and Chief Information Officer for Gateway, Inc., in addition to management, leadership and board positions at several other companies spanning his 30-year career.

The board continues its search for additional independent directors. This search is being led by director Patti Hart, CEO of International Game Technology, Inc., who chairs our Nominating and Corporate Governance Committee. We anticipate announcing additional directors to round out the board as soon as this process concludes.

Separately, as previously announced, Jerry Yang has resigned from the board of directors and other positions within the Company to pursue his many interests outside of Yahoo!. Working with Jerry was always a delight. He is a visionary and a pioneer who contributed enormously to Yahoo! since he co-founded the Company in 1995. He will be missed. The board thanks him deeply for his service and commitment to the Company.

Thus, following this year’s Annual Meeting a majority of Yahoo!’s directors will be new to the board this year, and all directors will have joined the board since 2010. We believe that this reconfigured board, with a fresh set of perspectives and diverse set of skills, will enable the Company to move forward even more aggressively.

It has always been a privilege for me to serve as Chairman of Yahoo!. The employees of Yahoo! remain the heart, soul, and future of the company. And with Scott Thompson leading them, they are the reason why I believe Yahoo! will create significant shareholder value over the coming years.

In September, this board moved proactively and decisively to improve the performance of the Company for the benefit of its shareholders. These actions could not have been accomplished without the support and active participation of each director on the board. For that, I thank them. And I thank them for the knowledge, expertise, talents and commitment they have brought to Yahoo!. We all take pride in the fact that we are positioning Yahoo! for success in the future. Yahoo! is an incredibly strong brand with formidable assets. I have every expectation that under Scott’s leadership, working together with the reconstituted board, the Company will thrive for many years to come.

Sincerely,
Roy Bostock
Chairman of the Board

According to sources close to the situation, Yahoo will announce the impending departure of four of its longtime board members, including chairman Roy Bostock.

The others headed out the door are Hewlett-Packard exec Vyomesh Joshi, Gary Wilson and Arthur Kern.

I had reported in several previous posts that this exact group of directors was leaving, and noted in one yesterday that it was about to happen, and that new board members were also on the way.

And, presto, it is so!

(Update: Yahoo confirmed all in a letter it just released from Bostock, which I have posted separately.)

Yahoo’s two new directors are former Rovi CEO Fred Amoroso and LiveOps Chairman (and former CEO) Maynard Webb, who was once COO of eBay (pictured, left to right).

Rovi does digital entertainment technology, while LiveOps offers cloud-based enterprise solutions.

The Silicon Valley Internet giant will also be adding three more board members, said sources, but those people are not confirmed as yet.

And it is not clear who will be chairman of Yahoo’s board, either. Intuit CEO Brad Smith has a full-time job, and the newly installed Weather Channel CEO David Kenny does, too.

Sources said the news is coming after the markets close, with other updates, including: The news-free status of its ongoing strategery (the Asian deal is coming along — blah, blah, blah — but you read that here yesterday in much more detail); ladling praise on new CEO Scott Thompson (also formerly of eBay); and giving props to co-founder Jerry Yang, who stepped away from the board and from the company several weeks ago.

The moves by Yahoo are designed to thwart a possible proxy fight that might be coming from activist shareholder Daniel Loeb, who has been working on a board slate of his own.

It’s been hard for him, and also for Yahoo, to attract significant names to the board. The two new additions are solid tech execs, although certainly not high-profile appointments.

Yahoo declined to comment.

Here are their bios from the Rovi and LiveOps Web sites, if you want to know more:

Fred Amoroso is a member of Rovi Corporation’s Board of Directors.

Fred Amoroso is a member of Rovi Corporation’s Board of Directors. Fred Amoroso previously served as Rovi’s president and chief executive officer from July 2005 to December 2011. Prior to joining Rovi, Mr. Amoroso served as an advisor to Warburg Pincus, an investment firm from September 2004 to June 2005. From July 2002 to August 2004, Mr. Amoroso served as the president, chief executive officer and vice chairman of Meta Group, an information technology research and advisory firm. From October 1999 until its merger with IBM in January 2002, Mr. Amoroso served as president, chief executive officer and a director of CrossWorlds Software, Inc. Prior to CrossWorlds, Amoroso was a member of the world-wide management committee of IBM, was general manager of IBM Global Services Asia Pacific and held various other executive positions at IBM. Before joining IBM, Amoroso held various positions at Price Waterhouse, now PricewaterhouseCoopers, including lead technology partner.

Mr. Amoroso holds a B.S. in systems engineering and M.S. in operations research from Polytechnic Institute of Brooklyn.

As Chairman, Maynard brings almost 30 years of experience developing and leading high-growth companies to his role at LiveOps. From December 20, 2006 to July 18, 2011, Maynard was also LiveOps CEO. He joined LiveOps from eBay where he served as Chief Operating Officer. At eBay, Maynard directed engineering and technology operations, product development, customer support, trust and safety, global billing, human resources, and legal functions. Prior to eBay, Maynard was Senior Vice President and Chief Information Officer for Gateway, Inc. He has also held management and leadership positions at Bay Networks, Quantum Corporation, Thomas-Conrad Corporation and IBM. A respected member of the Silicon Valley technology community, Maynard sits on the boards of several successful companies, including Salesforce.com, Admob and Baynote. Maynard holds a Bachelor of Arts degree from Florida Atlantic University.

In a positively Shermanesque blog post titled “A Clarification With Respect to Yahoo,” Marc Andreessen wrote that neither he nor partner Jeff Jordan would become an operating exec, including CEO, acting CEO, chairman or executive chairman at the troubled Internet giant.

Of course, if the VC firm wins the partial investment deal against other bidders, Andreessen will absolutely be a key player in the remaking of the company. Already, he and Jordan have met with numerous Yahoo execs as they have assessed the company.

The bid by Silver Lake and Andreessen Horowitz is about $16.50 a share for slightly less than 20 percent of the company. The group, which is competing with another bid by TPG Capital, has a lot of other plans around reviving Yahoo and dealing with its myriad of issues.

The reason for the pronouncement, sources said (and I am just boldly declaring myself) is because the firm is now in the middle of raising a mega-funding round of up to $1.5 billion and limited partners are worried about a lack of focus on its many other investments.

So Marc and Jeff are fully committed to moolah-making at the VC firm. Please pay no attention to the whole Yahoo mishegas over in that corner there!

Here’s the entire post (full disclosure — I got the Jordan part right, but surmised that Andreessen could become chairman if his group won the bid):

A Clarification With Respect to Yahoo

From Marc Andreessen, co-founder and general partner of Andreessen Horowitz:

Over the last several weeks, there have been erroneous reports in the press that my partner Jeff Jordan and/or I might become an operating executive of Yahoo in some capacity.

To be crystal clear, neither Jeff, nor I, nor any of our partners at Andreessen Horowitz, are in the running for, or would accept, any operating role at Yahoo, including CEO, acting CEO, chairman, or executive chairman.

Jeff and I have high regard for Yahoo, but we are fully committed to our day jobs as general partners at Andreessen Horowitz and board members of our portfolio companies.

Dunn first joined HP’s board in 1998 and took over the chairmanship in 2005, succeeding ousted CEO Carly Fiorina. Dunn sought to rein in a board with a reputation for leaks to reporters.

In early 2005, following a front-page story in The Wall Street Journal about discussions held at a special HP off-site strategy meeting that included details known only to directors, she sought to get to the bottom of the leaks and discover who among HP’s directors was talking to reporters.

In 2005 Dunn hired private investigators, and some of them used a method called pretexting, in which someone impersonates the owner of a cellphone in order to get access to billing records. Not only were HP directors targeted by the effort, but also journalists for The Wall Street Journal, BusinessWeek Magazine and CNet News who covered HP. The technique proved illegal, though she later testified to Congress that she had believed the investigators had used only legal methods to get the information.

Dunn’s role in the scandal led to felony criminal charges pressed by California’s then attorney general, Bill Lockyer, for wire fraud, unauthorized use of computer data, identity theft and conspiracy. She was one of four charged. Offered a chance to plead guilty to misdemeanor, she opted instead to fight the charges and was determined to clear her name, despite the fact that she was about to undergo chemotherapy treatment. A judge finally threw out the charges in 2007.

The controversy and criminal charges led her to resign her seat as HP chairman on Sept. 26, 2006, and she was replaced by Hurd, who served in that role until his resignation last year.

Update: HP just sent the following statement:

Pattie Dunn worked tirelessly for the good of HP. We are saddened by the news of her passing, and our thoughts go out to her family on their loss.

Dunn’s written testimony to a House Committee on the scandal is below, via Scribd.

09282006 Testimony Dunn

Below, a collection of some the more memorable ones.

• “If Apple becomes a place where computers are a commodity item, where the romance is gone, and where people forget that computers are the most incredible invention that man has ever invented, I’ll feel I have lost Apple. But if I’m a million miles away, and all those people still feel those things … then I will feel that my genes are still there.”
• “Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.”
• “Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
• “My job is to not be easy on people. My job is to make them better.”
• “When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.”
• “People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.”
• “My position coming back to Apple was that our industry was in a coma. It reminded me of Detroit in the ’70s, when American cars were boats on wheels.”
• “Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it’s really how it works. The design of the Mac wasn’t what it looked like, although that was part of it. Primarily, it was how it worked. To design something really well, you have to get it. You have to really grok what it’s all about.”
• “Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”
• “Being the richest man in the cemetery doesn’t matter to me. Going to bed at night saying we’ve done something wonderful, that’s what matters to me.”
• “Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.”
• “Innovation … comes from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.”
• “I grew up in Silicon Valley. My parents moved from San Francisco to Mountain View when I was five. My dad got transferred and that was right in the heart of Silicon Valley so there were engineers all around. Silicon Valley for the most part at that time was still orchards–apricot orchards and prune orchards–and it was really paradise. I remember the air being crystal clear, where you could see from one end of the valley to the other…It was really the most wonderful place in the world to grow up.”
• “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”
• “When I was 17, I read a quote that went something like: ‘If you live each day as if it was your last, someday you’ll most certainly be right.’ It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.”
• “Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”
• “My model for business is The Beatles.There were four guys who kept each others, kind of, negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. And that’s how I see business. You know, great things in business are never done by one person. They’re done by a team of people.”
• “I get asked a lot why Apple’s customers are so loyal. It’s not because they belong to the Church of Mac! That’s ridiculous. It’s because when you buy our products, and three months later you get stuck on something, you quickly figure out [how to get past it]. And you think, ‘Wow, someone over there at Apple actually thought of this!’”
• “Apple has a core set of talents, and those talents are: we do, I think, very good hardware design; we do very good industrial design; and we write very good system and application software. And we’re really good at packaging that all together into a product…We’re the only people left in the computer industry [who] do that. And we’re really the only people in the consumer electronics industry [who] go deep in software in consumer products. So those talents can be used to make personal computers, and they can also be used to make things like iPods.”
• “Our children are our hearts running around outside our bodies.”
• “Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”

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Steve Jobs Full Coverage »

Then word came, via AllThingsD, that something big was coming from the board of directors. And as AllThingsD first reported (again), HP directors made one of their own, Meg Whitman, the former eBay CEO who had become a director earlier this year, the new CEO. Léo Apotheker resigned, but don’t cry for him, because according to his contract, he made out rather well. Even before it was made official, investors applauded the move, sending HP shares skyward.

Analysts did what they always do, and, well, analyzed. And though it looked more like drama criticism, it’s not as if HP hasn’t known boardroom dramas before. Finally, the deed was done, meaning it was time to hold a conference call, but not before talking first to Kara Swisher of AllThingsD.

I got to talk to Whitman and HP Chairman Ray Lane yesterday, too, but I had to wait until after the conference call. With so many critics screaming that Whitman has no experience running an enterprise hardware company — and let’s be honest, there aren’t that many who do — I asked her to elaborate on the defense, made on the conference call with analysts, that her experience as a buyer of enterprise technology, during her years as CEO at eBay, provided important experience that will help her be an effective CEO at HP. I also asked about Autonomy, the British software firm that HP is in the process of acquiring for $10 billion, and how it will fit within HP; about the company’s plans for cloud services; and about the state of the HP brand amid all the corporate mishegas that has unfolded in the last several months.

AllThingsD: Meg, the main criticism of you, since you’ve been named CEO of HP, is that your primary experience before was at eBay, which is a consumer-facing company. The response on yesterday’s conference call has been that at eBay you were a purchaser of a lot of enterprise technology and that this gives you some important relevant experience. I get the point, but could you elaborate on it a bit? How does having been an enterprise buyer help you be HP’s CEO?

Whitman: What HP needs now more than anything else is management skills, communication skills and a commitment to executional excellence, all of which I know well, and are sort of core competencies from my 35-year career in business. I know technology because I ran a company whose very existence would not have been possible without it, and was a very significant buyer of technology products. And so that brings me a unique buyer’s perspective. But I have not spent 35 years in the enterprise business. Add so what that means is that I will be relying heavily on Dave Donatelli; on Todd Bradley; on the senior executives at HP; and also, frankly, on Ray Lane, who was at Oracle for many years, and EDS, and who knows this space well. So I think what customers will get is that one plus one equals three.

Lane: I agree with that. What we need here, and what we didn’t have before, is operational execution, communication skills, getting the team on the same page and leading them. The CEOs of $130 billion companies are not leading the technology development of those companies. I think Meg can go into any enterprise and visit with any CIO or CEO and do really well. So whether it is the technology side or the sales side, I don’t think anyone is giving her enough credit on those fronts. She can do just fine. And then on top of that she has strong operating executives under her who do know the enterprise business. But right now it is the need for leadership of the people, a focus on executing and operating. I could point back to Lou Gerstner at IBM, or even my own days at Oracle. When I joined Oracle, people thought the board had lost its mind, because I was a consultant at Booz Allen. People scoffed and said ‘How is a consultant going to lead the worldwide sales force at Oracle, a trained wolf pack?’ And somehow I figured it out. And I knew nothing about software, but I learned, and I learned from Larry Ellison, who is one of the best.

I want to talk a bit about Autonomy, and about unstructured data. You made a comment about that when you talked with Kara Swisher of AllThingsD yesterday. Talk to me about where you see Autonomy fitting within HP. Do you still intend to let it be independent? How do you see the alignment shaping up?

Whitman: It’s a big and fast-growing market. Of all the data out there, about 15 percent of it is structured and 85 percent of it is unstructured. And the unstructured data is growing by leaps and bounds. There are not a lot of good software companies that can help companies manage unstructured data and help companies make business decisions based on what they see in that unstructured data. So what we hope to do with Autonomy, and I’m enthusiastic about this acquisition, is take what is fabulous about Autonomy — they have a leading position in the marketplace — and put it through the very powerful HP distribution system. And I think what Mike Lynch is excited about — he is the founder and CEO of Autonomy — is taking this great product and getting it into more people’s hands. And we just need to grow this company as fast as we can; extend our lead and our accumulated experience in this area. So that’s the plan for Autonomy.

Lane: Yeah, I think the synergies are great, and I think it makes a lot of sense. It will make a lot of sense to customers if HP engages them in a dialogue of managing unstructured data.

You don’t think HP paid too much for Autonomy?

Whitman: You know what? It is what it is.

Lane: We wish we could have bought it for cheaper, but it was the market price. People thought we overpaid for 3Par, and you know what? We’re hitting it out of the park.

Is HP still going to be player in cloud services? That was a big commitment that Léo made in March. How far along is that plan?

Lane: Absolutely. The cloud is way ahead of plan. So our cloud services have gone live. So that is absolutely part of the plan, yes.

Meg, a lot of the same people who applauded your selection to HP’s board of directors are criticizing your selection as CEO. Why do you think there’s a disconnect?

Whitman: I don’t know. There’s always people who have different points of view on things. What I have to do — and I said this on the conference call — is lead this company, make it a great company again and fulfill its destiny as the icon of Silicon Valley and of California, and deliver the results. I will have to prove myself by delivering the results. If we’re going to restore the confidence that investors have in us, and that employees have in us, we have to deliver. We have to mean what we say and say what we mean and deliver the results. And that is what I intend to deliver.

Meg, you have a lot of history managing brands. I’m thinking of the job you had managing brands for Procter & Gamble. What’s wrong and what’s right about HP’s brand right now?

Whitman: I think HP is known as the world’s largest provider of information technology, and we are a trusted brand. We are a worldwide brand that touches both consumers and businesses. If you’re an enterprise, we have full suite of solutions. I know that when I bought enterprise hardware and software at eBay, I wanted one person to choke when something went wrong. I wanted one supplier to go to and say ‘Hey, this is not working.’ And so I think we have a fabulous brand in a world where technology is increasingly fundamental. I will say — and Ray would say this as well — I think we need crisper communications with all the constituencies. I think on Aug. 18 we confused people. We didn’t mean to do that, but we did. And so I think we’ve got some work to do around communicating crisply and cleanly about what we’re about — the moves that we’re making — to employees, customers, shareholders and, frankly, to the press.

And so it begins again for Yahoo.

When shareholders attack, that is.

In a filing with the Securities and Exchange Commission, Third Point LLC, a large shareholder of Yahoo, called for a new board.

The multi-billion dollar hedge fund now owns 5.1 percent of the Silicon Valley Internet giant, making it the third largest shareholder.

“This letter details our principled demands for sweeping changes in both the Board of Directors (the “Board”) and Company leadership, and outlines the hidden value of Yahoo, which has been severely damaged — but not irreparably — by poor management and governance,” said Third Point CEO Daniel Loeb in a letter to Yahoo Chairman Roy Bostock.

Loeb outlines the damage, including the botched takeover fight with Microsoft and its hiring of the now ousted CEO Carol Bartz.

He calls for Bostock’s departure too from the board, as well as others:

“It is time that certain members of this Board were held accountable for its past failures and their individual roles. Accordingly, we insist that Mr. Bostock, who championed Ms. Bartz’s hiring and led the charge against the Microsoft deal, promptly resign from the Board. We also demand that fellow Directors Arthur Kern and Vyomesh Joshi, who have stood by silently during these last five years of woeful performance, join Mr. Bostock in resignation. Finally, we can only assume that Director Susan James, the President of Tri-Valley Animal Rescue, will also resign, given her close relationship with Ms. Bartz. If she does not do so voluntarily, the Board should request her resignation as well.”

The last time Yahoo had a big shareholder fight — with well-known investor Carl Icahn — there was much damage all around, especially to its share price.

You can read Third Point’s 13D filing here:

YHOO-20110908-SC13D-0

Bryant is one of the chip industry’s lions. His frank and informative explanations at Intel analyst and shareholder meetings during his 13-year stint as CFO were always interesting and always detailed in a way that couldn’t help but make you appreciate the complicated process of making chips. Semiconductor manufacturing is not only one of the most complex processes that humankind has ever engineered, it’s also a highly intricate accounting problem because the factories and equipment are so expensive.

When it came time for Intel and its rival Advanced Micro Devices to settle a long-running and contentious private antitrust lawsuit that AMD had brought in 2005, one of Intel’s master strokes was to bring Andy Bryant in on the negotiations.

As I reported for BusinessWeek in 2009, at a crucial moment when Intel’s lawyer, Bruce Sewell, had left unexpectedly for a job at Apple, Bryant’s presence at the negotiating table helped keep the talks on track. And when Intel and AMD couldn’t agree on the value of a patent portfolio that was a key element in the dispute, it was Bryant who convinced both sides to take the issue to a mediator, who, oddly enough, was located in Maui.

Bryant’s elevation to the board follows what Intel is describing as a “long corporate practice of senior officer and board succession planning.” Bryant knows Intel probably better than anyone else, probably better in many ways than CEO Paul Otellini. “I am excited about this new position for Andy and look forward to continuing to work closely with him as he assumes his new responsibilities” said Otellini.

When he becomes chairman in May, Bryant will step down from his CAO position. Bryant also sits on the board of McKesson, a health care distributor, and he is a director of Columbia Sportswear Company and Kryptiq, Inc.

Bryant first joined Intel in 1981 as controller for its Commercial Memory Systems Operation, back near the end of the days when the company made its crucial decision to get out of the memory business. (It had been a big player in memory until Japanese chipmakers turned memory into what would eventually be considered a commodity business.) In 1983, Bryant became Systems Group Controller, and in 1987 he was promoted to director of Finance for the corporation. In 1990, he was was appointed vice president and director of Finance of the Intel Products Group. He assumed the CFO title in 1994, and added Senior Vice President in 1999.

I found a Reuters video of Bryant speaking about Intel’s outlook from late 2009 and embedded it below.

Today and tomorrow, Yahoo’s directors are gathering here in Silicon Valley for one of their regular meetings that take place over the course of the year.

While board meetings in general are usually pretty dull affairs–and Yahoo’s, in particular, are typically glacial ones–there is a lot on the plates of those with purview over the machinations of the long-struggling Silicon Valley Internet giant.

Here’s a primer of what might (and might not) be happening, according to sources, of course, as Yahoo continues on its quest to reinvigorate itself–a journey that is beginning to make Siddhartha’s transformation into Buddha enlightenment look speedy.

A Yahoo spokeswoman declined to comment on anything below, although I did run it all by them.

The U-Shaped Turnaround

At Yahoo’s recent sales meeting in San Antonio, CEO Carol Bartz went all Sesame Street on the troops, using the letter “U” as an illustration to indicate where in the cycle the company was in its turnaround.

Apparently, just on the other side of the very bottom of the letter, heading inevitably upward.

Her argument was that the company has finally cleaned up its platform mess and its confusing corporate structure, and that its display and search advertising business is now recovering nicely.

All true, except there are some other key issues, such as the slowness of the search and online advertising partnership with Microsoft to make some serious hay.

In fact, although its display business will show a definite strong recovery in Yahoo’s quarterly results next week, its search business–both in market share and revenue per search (RPS)–has, as one person close to the situation put it succintly, “fallen off the cliff.”

That’s due, in part, to getting the new system with Microsoft delivering better results, which is not happening yet (if ever!).

In this quarter, Microsoft has honored its contractual guarantees and will make up the difference–which will result in masking the magnitude of the RPS loss. It’s a worrisome trend to watch.

The Asia Situation

Yahoo and its Asian partners are still mulling over various options regarding the company’s large ownership stakes there.

What is happening with its share in China’s Alibaba Group, according to sources, is precisely nothing right now, as has been made clear in recent comments by its CEO and co-founder Jack Ma.

“If you cannot make the business cool, you have no right to be angry with me,” said Ma in an article in Forbes published this week, referring to Yahoo. “I just don’t trust them…I’ve been working with them for years, and I’m disappointed.”

Relations between Ma and Bartz, sources said, remain as bad as ever, and even the normally close one between Ma and Yahoo co-founder Jerry Yang is strained.

Plus, Ma told Forbes, as he has said before, Alibaba is not taking its auction site, Taobao, public–leaving Yahoo in possession of an appreciating but decidedly private asset.

Japan is a different story, with the disposition of Yahoo’s stake in Yahoo! Japan the subject of long and continuing negotiations for a while now.

While the earthquake and tsunami crisis there did slow discussions down, there is still active recent movement about a variety of cashing-out scenarios, all of which have massive tax and regulatory issues.

Without boring you with the specifics, one option is to create a tracking stock, another a spin-off of the asset and still another some sort of stock trade.

But no matter what happens, Yahoo will have to pay some sort of taxes on its 35 percent stake in Yahoo! Japan, now worth $8 billion.

But if its CFO Tim Morse–the key figure working on the deal–can pull it off, what will Yahoo do with all that money?

Acquisition Guns Blazing? Or Sputtering?

In a recent forum in Silicon Valley, one of its M&A minions said Yahoo had its “guns blazing” with regard to acquisition activity in 2011, as deliciously reported in The Wall Street Journal, despite the company’s lackluster acquisition record.

Sources said the exec had his ears soundly boxed by his managers for the dopey remarks, since Yahoo has had such a lackluster record in the arena–especially compared to others.

And, oh yes, Yahoo’s M&A head just decamped to gaming phenom Zynga.

That aside, Yahoo should be deep in the market for hot start-ups to help revive its innovative spirit, but it remains hindered by a continued reluctance by new start-ups to join it and by its reputation for being a place where entrepreneurs go to die.

That certainly could change at any time with the right execs in place, but Yahoo is competing with a plethora of more exciting companies and also a seemingly endless venture capital gusher of cash of late.

While it is the board’s job to approve acquisitions and not source them, perhaps it is its job to pressure Bartz and other execs to get off the stick and hit at least one of the targets Yahoo aims at.

Targets are plentiful in advertising, content and even social, with many start-ups playing right into a lot of arenas Yahoo needs some help.

And help it does need as talent keeps walking out the door daily, mostly to hotter prospects such as Zynga and social buying sites Groupon and LivingSocial.

There is no question it is hard for any large company to hold onto top staff when there are so many enticing bonbons out there as options, but it can be done.

One good thing: Its newish head of product Blake Irving and head of U.S. media and advertising Ross Levinsohn seem to be playing well together and are setting a tone of stability that is much needed.

Enter the Kenny

That said, there remains endless swirl, especially with key investors, about the performance of its CEO.

While she started off as a publicly in-your-face exec, Bartz has definitely stepped out of the limelight of late, as her pugnacious manner started to irritate Wall Street and others.

It was a good idea, since it has taken the focus off the lack of stock and revenue progress she had loudly promised.

Still, Yahoo shares have continued to stay locked in the mid-teens, as investors wait for some sign that Bartz’s turnaround has worked.

The entrance of its spanking new director, Akamai President David Kenny, has further increased speculation about management and board changes at Yahoo.

This is Kenny’s first board meeting, but this well-connected newbie is someone who is clearly going to rise quickly to the top of decision-making at Yahoo.

That’s because the smooth and well-liked Kenny, who also has deep advertising experience as founder of the Digitas agency, has a long relationship with Yahoo and also with Yang.

He also now has much more tech cred as a leader of one of the Internet’s most important infrastructure companies, with a ton of regular contacts with media giants, ad networks and video providers that are Akamai’s clients.

In other words, Kenny (pictured here) is the full package of ad and tech experience that would make him an obvious Yahoo CEO candidate when Bartz’s contract is up in early 2013, if not before.

He’s also the person most likely to take over for longtime BoomTown punching bag Roy Bostock as chairman of the board at some point.

None of this is happening soon, but it is clearly an interesting development.

There are other machinations, of course, from continued interest from private equity players in Yahoo, as well as a variety of takeover scenarios, each more complex than the next.

While often derided as yesterday’s news by the elite of Silicon Valley as on an inevitable downward path, those plots are there because Yahoo remains a stellar brand with consumers worldwide and an Internet property with huge traffic and a big ad business.

In other words, it’s a U that someday maybe could be a V.

And with 9.2 million Google shares, it’s not like he needs the money, though his stake has suffered a significant decline in value since the company’s executive office shake-up. Prior to the announcement, Google shares were trading at around $641, making Schmidt’s stake worth about $5.9 billion. Today, they’re hovering around $608, making that stake worth $5.6 billion–down $300 million on news he’s stepping down as CEO. That’s a nasty little drop any way you look at it, though I’m sure the obscene size of the remaining sum makes it a bit easier to stomach. Perhaps the residuals from that new Eric Schmidt talk show reportedly in the offing will make up for it….

PREVIOUSLY:

• Talking Schmidt: Google’s CEO in His Own Words
• A Big Quarter From Google, and Shake-Up at the Top–Larry Page to Become CEO

Seifert isn’t even a candidate for the permanent position. And Meyer was talking up AMD at CES just last week.

“Dirk became CEO during difficult times,” AMD chairman Bruce Claflin said in a statement. “He successfully stabilized AMD….However, the Board believes we have the opportunity to create increased shareholder value over time. This will require the company to have significant growth, establish market leadership and generate superior financial returns. We believe a change in leadership at this time will accelerate the company’s ability to accomplish these objectives.”

AMD reports fourth-quarter financial results Thursday.

Everyone has something to say about today’s speech by FCC Chairman Julius Genachowski on the subject of net neutrality (video below). Having been blocked in the courts from imposing sanctions on Comcast for throttling users of BitTorrent, the commission has been spinning its wheels trying to find a way to nudge the broadband industry in a direction toward treating all Internet content fairly.

To Genachowski and network neutrality proponents, a bit is a bit is a bit, and your broadband service provider should have nothing to say in blocking you from using the services and applications that you choose and saying what you want to say so long as you’re not breaking any laws.

It makes sense until you hear rebuttals from the providers who spend billions to build the networks, arguing that they should have some right to protect their networks from cases where the heaviest users–video-downloading BitTorrent users are the classic example–can degrade the experience of other users. Think of it as “My network, my rules.”

Without the legal authority to force net neutrality on the providers, Genachowski has circulated draft rules that would instead require them to disclose what they intend to throttle and why, so that consumers can more intelligently choose whom they’re going to do business with. If there are going to be rules, put them on a sign where all can see them before walking in the door, he’s saying here.

Gone is the talk of reclassifying broadband, which some had described as a sort of “nuclear option” that would potentially give the FCC the authority to force net neutrality on the carriers, and would have probably led to more pointless, expensive lawsuits.

The big shift came when Genachowski said he’d be open to “business innovation to promote network investment and efficient use of networks, including measures to match price to cost such as usage-based pricing.”

That means broadband providers can start creating variable price plans under which consumers will pay more for using more.

Oh, and the wireless Internet? It’s too early in its lifetime to impose any rules on it. The FCC, he said, “would closely monitor the development of the mobile broadband market and be prepared to step in to further address anti-competitive or anti-consumer conduct as appropriate.”

The reactions have been predictable:

It’s “not perfect,” but it’s reasonable, says Kyle McSlarrow, president of the National Cable & Telecommunications Association. If the order changes materially, however, the group reserves the right to fight it.

It’s a step in the right direction but needs to be “strengthened,” says Gigi Sohn of Public Knowledge, a Washington, D.C., public interest group.

Tyrone Brown of the Media Access Project says he is “very disappointed.” By taking the reclassification option off the table, the FCC loses a key piece of the legal authority it would otherwise need to require service providers to extend broadband service to people who don’t currently have access, which has been a key objective of the Obama administration.

Josh Silver, president of FreePress, another policy organization that advocates for net neutrality, called it “fake Net Neutrality” and said that “Genachowski is taking the same exact approach to splitting the open Internet into fast and slow lanes that Verizon and Google proposed last summer.”

Republican FCC Commissioners Robert McDowell and Meredith Attwell Baker essentially promised to vote against the proposal when it comes before the commission on Dec. 21. Only Congress, Baker said, should decide if the Internet is to be regulated. Unlikely with the GOP taking control of the House in less than a month. “We don’t have authority to act,” he said.

After all that: Comcast stock is up 4 percent today; Verizon shares up one percent; Time-Warner shares are up more than two percent; Cablevision shares are up about 1.5 percent. This news will be a boon to broadband providers, says Sanford Bernstein analyst Craig Moffett in a research note issued today.

Usage-based broadband plans are probably soon to follow, which would be good for business because consumers would probably embrace them. One question for all the critics: Would that be so bad?

Here’s the video of the speech:

Apotheker’s first day as CEO of HP, Nov. 1, is also the first day of the trial. And he’s on Oracle’s witness list.

But if he’s called, will he show up?

Oracle’s not sure he will, but it wants everyone to know that it has big plans for him in the courtroom, whether he does or not.

In a statement Tuesday night, Oracle CEO Larry Ellison essentially dared Apotheker to appear on the witness stand, suggesting that HP’s newly appointed Chairman, Raymond Lane–a former Oracle president–might try to keep him from testifying.

“A few weeks ago I accused HP’s new CEO, Leo Apotheker, of overseeing an industrial espionage scheme centering on the repeated theft of massive amounts of Oracle’s software. A major portion of this theft occurred while Mr. Apotheker was CEO of SAP,” Ellison said in a statement.

“HP’s Chairman, Ray Lane, immediately came to Mr. Apotheker’s defense by writing a letter stating, ‘Oracle has been litigating this case for years and has never offered any evidence that Mr. Apotheker was involved.’ Well, that’s what we are planning to do during the trial that starts next Monday. Unless, Mr. Lane and the rest of the HP Board of Directors decide to keep their new CEO far, far away from HP Headquarters until that trial is over. If HP keeps Leo Apotheker far from HP headquarters we cannot subpoena him to testify at that trial.”

Which is true–as a foreign national, Apotheker is under no legal obligation to appear at the trial if called to testify (his name has been on Oracle’s witness list since August 5, 2010–see image below). But given the recent war of words between Oracle and HP over his hiring, it would be odd for him not to, particularly if, as HP claims, he wasn’t involved in the IP theft at the center of Oracle’s suit.

That said, it seems HP is already setting the stage for Apotheker to be a no-show.

“Oracle had ample opportunity to question Leo during his sworn deposition in October 2008,” the company said in a statement. “Given Leo’s limited knowledge of and role in the matter, Oracle’s last-minute effort to require him to appear live at trial is no more than an effort to harass him and interfere with his duties and responsibilities as HP’s CEO.”

One last thing: If you missed the reference in the headline of this post, here’s your explanation:

Infor, a closely held maker of software aimed at mid-size companies, on Monday said Phillips will take over as its CEO starting Dec. 1.

The appointment comes after a bid by Phillips to become CEO of publicly traded software maker CA fell through earlier this year, after billboards publicizing his relationship with a woman other than his wife appeared in New York City and other places, people familiar with the matter have said.

Jim Schaper, Infor’s outgoing CEO, who will continue to serve as chairman, said Phillips is “a perfect fit” for Infor, which is based outside Atlanta and serves 70,000 customers globally, most of which are mid-size companies.

Read the rest of this post on the original site

Hewlett-Packard (HPQ) has finally named a new CEO, and, despite our prediction that it would choose an internal candidate like Todd Bradley or Anne Livermore, the company instead looked to an outsider.

On Thursday afternoon, HP named Léo Apotheker–former CEO of SAP (SAP)–as its new chief executive officer.

And, in a jab at Oracle–which hired former HP CEO Mark Hurd after his ouster–it tapped Ray Lane, a former president and COO at Oracle (ORCL), as its non-executive chairman of the board. Lane is currently a managing partner at VC powerhouse Kleiner Perkins Caufield & Byers.

Interesting choices. Particularly Apotheker, who was pushed out of SAP this past February after less than a year on the job. (He served as co-CEO with Henning Kagermann for a few years prior.)

Cathie Lesjak, who has been serving as interim CEO, will return to her previous role of CFO on November 1, when the new appointments become effective.

In a statement announcing the move, HP board member Robert Ryan said the company chose to hire Apotheker because he’s “a strategic thinker with a passion for technology, wide-reaching global experience, and proven operational discipline.”

At $40.80, HP shares are down about three percent on the news. Seems investors aren’t too keen on Apotheker’s appointment, even after weeks of leadership uncertainty.

Here’s the release:

Léo Apotheker Named CEO and President of HP

Ray Lane Joins HP as Non-Executive Chairman of the Board

PALO ALTO, Calif., Sept. 30, 2010–The Board of Directors of HP today announced the election of Léo Apotheker as Chief Executive Officer and President. Apotheker, who previously served as CEO of SAP, will also join HP’s Board of Directors. The Board also elected Ray Lane, Managing Partner at Kleiner Perkins Caufield & Byers, as a new member of the Board and designated him as non- executive Chairman. Both elections are effective November 1.

During Apotheker’s more than 20 years at SAP, he was a driving force in making it the largest business software applications company in the world. Apotheker helped develop and implement the most significant changes in SAP history. During his tenure, he transformed R&D and technology platforms and expanded business models and customer segments. Apotheker also helped lead SAP to 18 consecutive quarters of double-digit software revenue growth between 2004 and 2009.

Lane has served on the Board of Directors of more than 20 public and private companies and joined Kleiner Perkins in 2000. Previously, he served as President and Chief Operating Officer at Oracle Corporation. Earlier in his career, Lane also worked at Booz Allen Hamilton, EDS and IBM.

“Léo is a strategic thinker with a passion for technology, wide-reaching global experience and proven operational discipline–exactly what we were looking for in a CEO,” said Robert Ryan, lead independent director of the Board. “After more than two decades in the industry, he has a strong track record of driving technological innovation, building customer relationships and developing world- class teams.”

Ryan continued, “Léo has been a leader in anticipating the transformation taking place in our industry, and we believe he is uniquely positioned to help accelerate HP’s strategy. He has demonstrated success in the U.S. market and also has vast international experience – which will be a major asset as HP continues to expand globally, particularly in high-growth emerging markets. HP has the right assets and market positions, and now we have the best team to realize the company’s enormous potential.”

“HP has a powerful mix of businesses, products and services, one of the most innovative cultures in the industry, and an accomplished management team who have played a critical role in its success,” said Apotheker. “I am deeply honored to be joining the more than 300,000 dedicated HP employees.”

Apotheker continued, “Given HP’s diversified products and services, its financial strength, and its leadership position across markets, no other company is as well positioned to drive – and profit from – the revolutionary changes under way in the marketplace. As we move forward, HP will continue to be a valued partner with our customers as well as a fierce competitor. I look forward to working with the outstanding people at HP to write the next chapter in the company’s long and proud history.”

“I am excited to join the Board of this pioneering company, and look forward to working closely with Léo – and the rest of the Board and senior management team – as they capitalize on the changes taking place across the industry,” Lane said. “I have known and admired Léo for almost 20 years. He is ideally suited to build on HP’s strong foundation, leverage its many assets and keep the company at the forefront of innovation.”

Apotheker will succeed Cathie Lesjak, who was named interim CEO in August 2010. Lesjak, who has served as HP’s Chief Financial Officer since January 2007, remains CFO and continues to serve as a member of the Executive Council. Ryan said, “Cathie is and will continue to be an important part of HP. We are extremely fortunate to have one of the deepest, most talented senior management teams in the industry and to have someone of Cathie’s caliber lead HP during this interim period. On behalf of the entire Board, I would like to thank Cathie and our senior management team for maintaining HP’s focus on serving customers and continuing to execute our strategy.”

“We think the rest of the studios will see the light and get on board pretty fast,” Steve Jobs said earlier this month of the TV studios wary of its new 99-cent iTunes TV rentals initiative. And while it’s never wise to bet against the Apple CEO, it’s beginning to look like “pretty fast” was an optimistic choice of words. Because in a flurry of public comments recently, a growing number of TV execs have decried the 99-cent rental model, which they say undervalues their content.

At the Goldman Sachs Communacopia conference last week, Viacom (VIA.B) CEO Philippe Dauman said of it, “The 99-cent rental is not a good price point. It doesn’t work for us. We value our content a lot. We don’t think Apple has it quite right yet.”

And during his appearance at the conference, NBC Universal CEO Jeff Zucker said pretty much the same thing. “We do not think 99 cents is the right price point for our content,” he argued. “We thought it would devalue our content.”

Then there was Warner Bros. Entertainment Chairman Barry Meyer, who trashed Apple’s (AAPL) effort at the
Bank of America/Merrill Lynch 2010 Media, Communications & Entertainment Conference. “We just don’t think the value proposition is a good one for us,” Meyer said, adding that he’d rather sell season passes to the studio’s TV series and $1.99 and $2.99 per-episode downloads than “open up a rental business in television at a low price.”

And now Time Warner (TWX) CEO Jeff Bewkes has come out against 99-cent iTunes TV rentals. Speaking at the Royal Television Conference in London, Bewkes echoed the comments of his colleagues, warning that the new model Apple’s pushing will threaten sales of TV shows to network television. “How can you justify renting your first-run TV shows individually for 99 cents an episode and thereby jeopardize the sale of the same shows as a series to branded networks that pay hundreds of millions of dollars and make those shows available to loyal viewers for free?” he asked. “These new entrants must meet a few criteria: They must provide consumers with a superior TV experience, and they must either support or improve the overall economics that funds and creates the programming in the first place.”

Early reviews suggest that Apple has met Bewkes’s first criteria, but given the statements above it’s looking like it may take a bit longer than expected to meet the second, or convince the studios that it has.

Ironically, it was Accel that first funded the digital media pioneer, leading a critical $5.7 million round for RealNetworks (RNWK) in 1995.

Glaser said in an interview with BoomTown this afternoon that he will focus on digital media, as well as social and mobile start-ups, especially in Seattle and the Pacific Northwest area where he lives and where he founded RealNetworks.

As for becoming a VC after years of being an entrepreneur, Glaser (pictured here) said he was looking forward to being on the other side, especially at Silicon Valley-based Accel.

“I have never seen a more entrepreneurially-aligned venture firm,” he said. “And it is a really exciting time to be investing in a firm with that kind of high-density intelligence.”

The rest of Glaser’s time will be devoted to his board duties, as well as other political and charitable pursuits, including focusing on new baby: 10-day-old son, Max.

Glaser stepped down as longtime CEO of RealNetworks earlier this year, but has remained its chairman and owns more than one-third of its shares.

Although the company has struggled in recent years, RealNetworks has been a genuine and innovative pioneer in Web audio and video software and an early player in Web music services, although not everyone was a fan of the technology, because of its aggressive deployment.

The company was originally called Progressive Networks after Glaser’s political bent.

There have been several well-known entrepreneurs who have turned into VCs–most recently, Netscape Communications founder Marc Andreessen, who started a firm.

Here’s the official press release:

Rob Glaser, Founder of RealNetworks, joins Accel Partners

Palo Alto, CA, May 25, 2010: Accel Partners, a leading global venture capital and growth equity firm operating in Silicon Valley, Europe, Israel, China and India, today announced that Rob Glaser has joined the firm as a Venture Partner. At Accel, Rob will focus on digital media technology, social media, and mobile service investments.

Rob currently serves as Chairman of RealNetworks, which he founded in 1994. Rob has been a member of the Accel Partners family since it invested in Real(Nasdaq: RNWK) in 1995. In addition to his role as Chairman, Rob served as Real’s CEO from February 1994 through January 2010, leading the company from scratch to over $500 Million in revenue. Real went public in 1997.

Rob’s extensive experience as a digital and social media pioneer should prove to be an asset for Accel’s renowned and growing technology portfolio. Jim Breyer, a Managing Partner in Accel’s Palo Alto office, said “We have been delighted to work with Rob as an entrepreneur and CEO since 1995. His thought-leadership in the world of digital media and the consumer internet are well known, and we are very excited to have him join the Accel team in his new role as “Venture Partner.”

“After years of working with Accel as an entrepreneur, I look forward to working side-by-side with the Accel team to help identify companies which will benefit from the same kind of resources and partnership RealNetworks was so fortunate to have,” said Rob. “There are a wealth of promising startups in the world of digital media and I am thrilled to have the opportunity to work with Accel to help them succeed.”

Prior to founding RealNetworks, Rob worked for Microsoft for 10 years in a number of executive positions, including Vice President of Multimedia and Consumer Systems. Before joining Microsoft, Rob founded his first company, Ivy Research, in 1981 to make games for the newly launched IBM PC. Rob has also been an early stage investor in several successful technology companies including TellMe, PlanetOut, and SmileBox. Rob’s relationship with Accel is parttime, enabling him to keep time open for other engagements, including continuing to serve as Chairman of RealNetworks.

Rob is a 1983 graduate of Yale University, with a B.A. and M.A. in Economics and a B.S. in Computer Science.

Today, Yahoo is turning 15, which makes it approximately 105 in Internet years.

All joking aside–especially since that makes BoomTown 134 years old–reaching this mark is both an accomplishment and a burden, with Yahoo (YHOO) CEO Carol Bartz pushing forward a very deliberate transformation and employing a fix-it management style in her tenure at Yahoo of just over a year.

While the seasoned exec has most certainly gotten the trains running better, sliced off underperforming assets, mounted a new marketing and image campaign and struck several social networking deals–as well as putting an end to Yahoo’s painful turmoil with Microsoft (MSFT) by striking an online advertising and search partnership–some are now wondering if there needs to be a more dramatic facelift at Yahoo to hurl it forward at even greater speed.

It is a velocity that others have been reaching far more aggressively, from the spate of product releases and frenzy of acquisitions at Google (GOOG) to Facebook’s spectacular global growth to Microsoft’s efforts with its Bing search and mapping services.

That’s why, said several observers I spoke to this week, Yahoo’s stock has stayed squarely in a narrow range from $15 to a little over $17 in recent months–steady but without a lot of spark.

“Everyone understands the message of fixing the company and cleaning up the system,” said one person who does a lot of business with Yahoo. “What I think people want now is something more profound and clear in terms of exactly what the company is going to be in the next 15 years.”

Thus, while Bartz (pictured here) has consistently touted Yahoo as one of the most trafficked sites on the Web and as the “center of people’s online lives,” some, including major investors, think Yahoo needs an even clearer message.

One that most mention is to push its status as the premier premium content delivery site on the Web even further, differentiating it more starkly from Facebook, Google and others.

And one particular suggestion that has come up more and more frequently is for the Silicon Valley icon to dramatically demonstrate that by acquiring AOL (AOL), which is also trying to save itself by drilling down on content.

Under CEO Tim Armstrong, formerly a top ad exec at Google, AOL has been selling Wall Street on a vision of becoming a massive content machine to sell pricey ads against.

While the jury is still out on whether it will work or not, investors have been impressed with the effort.

Because of it, more of them think a melding of Yahoo and AOL is a better idea than it once was.

Yahoo made several failed attempts at merging the pair of Internet icons when AOL was owned by Time Warner (TWX). The company has also previously looked at buying Demand Media, another huge online content play.

Now, as a spinoff, AOL’s market valuation is about $2.7 billion, a little more than one-tenth of Yahoo’s.

One investor who has long been high on the idea said that Armstrong (pictured here) has the more pronounced Internet DNA needed to be CEO of the combined entity, as well as stronger talents in the online ad space, while Bartz has the critical executive discipline needed in what would be a very active chairman.

Interestingly, the combo of the two was a thought I heard yesterday from several people attending a marketing communications conference sponsored by the American Association of Advertising Agencies in San Francisco, where Bartz spoke in a session titled “Transforming Yahoo!”

While I did not attend the Bartz session, reviews were mixed, with attendees noting that they wanted a whole lot more inspiring and innovative vision from Bartz, who did mention Yahoo’s recent content deal with Hollywood player Ben Silverman.

“I kept thinking how Tim Armstrong would sell Yahoo,” said one longtime top ad exec. “I know Carol Bartz can fix Yahoo’s ills, but I want to know what she is going to do after that.”

It’ll be interesting to see if this birthday wish ever comes true or not.

In any case, I hope Yahoo enjoys its special day today–here’s a video of my fave version of “Happy Birthday,” by Stevie Wonder, which is in honor of Martin Luther King Jr.:

Rob Glaser is stepping down as CEO of Real Networks, the company he founded in 1994. Sources say the move was instigated by his own board, but that he cooperated with the decision and was involved in the transition.

Glaser will be replaced by Robert Kimball, a well-liked executive who most recently served as general counsel and executive vice president of corporate development at RealNetworks (RNWK).

Glaser, who will remain chairman of the Seattle-based Internet company, owns 38.4 percent of Real’s shares, making him by far the largest investor.

His move follows other significant news at Real: Last week, a federal judge dismissed its claims against Hollywood studios in the RealDVD case.

A few days earlier, COO John Giamatteo said that he would step down; the company announced that news yesterday afternoon.

But it is Glaser’s departure that is most important, given that he has been an innovative, pioneering and high-profile Internet leader for so long. Nevertheless, he eventually had to answer for problems with performance.

In fact, Glaser and the board had been talking for some time about making these changes, although it came much more suddenly than Glaser preferred, according to several sources. He had wanted to do a search for a new CEO before he left and make the shift less abrupt.

But the board–with the message coming from director Jonathan Klein, co-founder and CEO of Getty Images–felt a quicker change was needed.

“It’s a typical case of a founder and Internet visionary who can’t convert it to the bottom line. There was a great deal of admiration and respect for Rob, which delayed the decision, but eventually you can’t ignore the results,” says a person familiar with the company. “This move was a long time postponed, because he always had another good idea. But you have a staff whose options are all underwater, and the conversion of gross into net profit was not happening.”

It’s unclear when Glaser’s board informed him of the decision, but sources say that after processing the news, Glaser cooperated with and helped in the transition. He represented the company in a series of meetings at last week’s Consumer Electronics Show without letting on that he was on his way out.

He did, however, post an untypically melancholy message on Twitter yesterday:

Some Real employees and investors have had grievances with the company’s founder for years. A long string of former Real employees, for example, describe Glaser as a cantankerous boss, and Real’s stock price has withered since 2006, when it nearly broke the $12 mark.

The stock is now trading below $4.

And while Real was a genuine pioneer in Web video software and an early player in Web music services–the company was originally called Progressive Networks after Glaser’s political bent–it has been idling for many years.

For a while, for example, it was investing time and money in Web-based “casual games” and had filed to spin off that unit in 2008. But those plans were iced by the recession.

Meanwhile, RealNetworks split its Rhapsody music service into a joint venture with Viacom (VIA) unit MTV, but that service has also stalled, and the two partners have been trying to renegotiate the terms of their partnership.

Real’s crowning achievement of the past few years: The whopping $761 million antitrust settlement it won in 2005 from Microsoft (MSFT), Glaser’s former employer.

Here’s Glaser’s memo to his staff, followed by a note from Robert Kimball, and, finally, the company’s press release.

From: Rob Glaser
Sent: Wednesday, January 13, 2010 1:35 PM
To: All RealNetworks Employees
Subject: Important Personal News

Team,

Today we’re announcing something that I’ve been thinking about for a long time. Nearly 16 years after founding RealNetworks in 1994, I’ve decided to step aside from day to day operations. Accordingly, we’re announcing today that I am relinquishing my CEO job and will focus on my role as Chairman of Real’s board.

A decision of this magnitude produces a complex bundle of feelings. First, profound gratitude for the amazing colleagues I’ve had the opportunity to work with during a chapter that has turned out to be a third of my life. I am incredibly proud of the creativity, persistence, and commitment to excellence that our teams around the world bring to the table every day.

Second, deep appreciation for the billions (yes, billions!) of consumers that use or have used our products, the hundreds of millions of consumers that use our products every year, and the tens of millions of consumers that use our products and services every month. I am also grateful for the trust placed in us by our fantastic carrier and other distribution partners. Very few companies get to have the global reach and impact that we do.

Third, great confidence in the team that will be running the company day-to-day. As we kick off a search for my permanent successor, Real will be led by Bob Kimball as Acting CEO. Bob is one of the most passionate, hard-charging, and lucid executives I’ve ever had an opportunity to work with, and given his decade of leadership at Real, I am confident that the company won’t skip a beat.

Fourth, the bittersweet feelings that come from closing the book on a 16 year labor of love, emphasis on both labor and love. I feel very fortunate that as Chairman I will still get to carry the torch for everything that has made and will continue to make our company great.  And with 2 small children and a third on the way, I feel very lucky that the rhythm of my life can now change, at least for a time, to allow our family to do some things that might not otherwise have been possible. I also look forward to spending more time on civic and other projects outside of Real.

While there’s never an ideal time to make a change like this, this is as good a time as any. We’ve weathered the brunt of the Great Recession and have done what we said we wanted to do, which was to keep our core solid while also building for the future. We’ve also undertaken an extremely rigorous strategy review and have a very exciting road map for the future that you’ll hear about in the days and weeks ahead. And the start of a new decade is a good time, poetically, to pass the baton.

Thanks again for everything, and I hope to see all of you soon.

Rob

From: Robert Kimball
Sent: Wednesday, January 13, 2010 1:07 PM
To: Real@real.com
Subject: Important News

Dear Team,

Rob Glaser, our founder, has resigned as CEO effective today. Rob is sending out a separate note discussing his decision. While Rob will no longer have an operating role, he will continue to serve as Chairman of the Board. We look forward to continuing to work with Rob and I want to thank him for making RealNetworks what it is today and leaving us with a strong foundation upon which to build.

The Board has asked me to assume Rob’s executive responsibilities and has appointed me President and acting CEO. The Board of Directors will consider candidates for the permanent CEO role in the coming months. The senior executive team is galvanized and committed to making RealNetworks a company where customers love our products, employees are excited about being here, and we create value for our shareholders. We want RealNetworks to be a more focused, faster growing and profitable company. We are going to simplify the way we do business, empower employees to do their jobs, and hold people accountable for their results. I look forward to working with all of you to transform RealNetworks as part of this next chapter.

As part of transforming RealNetworks, I am personally committed to providing you with candid, clear and frequent communication so you know where we stand and where we want to go. In the coming weeks, we will be sharing with you changes in the way we operate and organize our business. And we want you to talk to us. Tell us when we are succeeding and when we are failing to make the changes necessary to transform. We plan to hit the ground running and we will need your help and input to succeed.

As you learned yesterday, John Giamatteo announced that he will be leaving in April to pursue another opportunity. John has built a great team here are Real and is completely supportive of the executive team going forward and will be working closely with all of us to ensure a smooth transition. Finally, I want to thank all of you for your contributions to RealNetworks. Our employees are our greatest asset and I humbly ask for your support and commitment to build our company into the great company we all know it can be.

Best to all,

Bob

REALNETWORKS’ FOUNDER ROB GLASER STEPS DOWN AS CEO

Company appoints Robert Kimball President and Acting CEO

SEATTLE–January 13, 2010 Digital entertainment services company RealNetworks, Inc., (Nasdaq: RNWK) announced today that founder Rob Glaser has stepped down as CEO. He will remain chairman of the board of directors of RealNetworks. The company also announced that its board of directors has appointed Robert Kimball president and acting chief executive officer. The board also appointed Mr. Kimball to the board of directors.

“After nearly 16 years, I’ve decided it’s time for me to step away from day-to-day operations,” said Glaser. “I’m grateful to all of our stakeholders–customers, partners, shareholders, and most of all, employees–for the support and commitment they’ve given to RealNetworks. I remain committed to the company and look forward to continuing to serve in my capacity as board chairman.”

In February 1994, Mr. Glaser founded what was then known as Progressive Networks, a pioneer in the field of digital audio and video technology for the Internet. Under his leadership, Real has grown into a multinational company, providing digital entertainment products and services to hundreds of millions of consumers around the world.

“Few people have changed an industry and created a unique experience for billions of people,” said Jonathan Klein, a board member of RealNetworks and the co-founder and CEO of Getty Images. “Rob has changed the face of digital entertainment with RealNetworks’ streaming media products. At the same time Rob has had a profound impact on politics and philanthropy. I’m sure he will continue to do this extraordinary work as well as spending time with his wife and young children. We are grateful for all he has done for the company, the industry and employees, and are pleased that he will continue to serve on the board.”

Bob Kimball joined the company in 1999 and has been a member of the senior executive team since 2003. He most recently served as general counsel and executive vice president of corporate development at Real. “In the decade he’s been at Real, Bob has proven to be an outstanding business executive and leader, and under his leadership the company won’t skip a beat,” said Mr. Glaser. “Our board has great confidence in Bob, and he will be a candidate for the permanent CEO position as part of a formal search process that will begin soon.”

“I look forward to the opportunity ahead,” said Mr. Kimball. “Real has a great team in place, a strong financial position, close customer relationships and fantastic products. We plan to transform Real into a more focused and more profitable company that delivers value to our shareholders.”

[Peter Kafka contributed to this report.]

Since both former AOL CEO Steve Case and former Time Warner CEO Jerry Levin played such conflicting roles in my 2003 book–“There Must Be a Pony in Here Somewhere: The AOL-Time Warner Debacle and the Quest for a Digital Future”–it was odd to see the pair together on the same television set yesterday morning on CNBC.

But there they were–both looking very fit, I might add–with Case as a guest co-host and Levin as his more peaceful self.

They were on the cable network to jawbone about the disaster that was the AOL-Time Warner merger on the occasion of the deal’s 10th anniversary, since CNBC is airing a piece tomorrow night called “Marriage from Hell: The Breakup of AOL Time Warner.”

Actually, that purple title underplays just how bad it got for the doomed union.

In fact, except for the first crazy hug when the megadeal was announced in January 2000, the time they served as the combined company’s chairman (Case) and CEO (Levin) was pretty much fraught and the tensions between the pair intense.

Today, though, it is apparently sweetness and light between them, especially according to Levin, who has moved far away from his cerebral, New York, slick corporate-shark mode–which was very much in evidence when I first met him–to a man who now helps troubled high achievers find their inner happiness in Southern California at a holistic clinic called Moonview Sanctuary.

(I saw that unusual transformation up close too, spurred by the delayed impact of the tragic murder of his son, which came just as Levin was ousted.)

In fact, the now more heartfelt Levin even called the merger “some kind of transcendent concept,” although he quickly acknowledged that “I presided over the worst deal of the century, apparently.”

Levin did, and so quickly apologized for the whole mess. “I’m really very sorry about the pain and suffering and loss that was caused,” he said, although there are some at both companies who don’t believe him to this day.

Levin used that feel-good terminology to describe the merger’s failure: “Even though the stock was up at the time, there was a lot of tension, and I didn’t deal with the psychology with enough compassion. It’s a little hard to exercise compassion, connection, and love when the market is very unforgiving as it was at that time.”

And without even a raised eyebrow, Case–who has not changed his calm, aloof mode since I first met him in the early 1990s in the Washington, D.C. area–backed Levin up about the lack of execution in the deal.

Now, of course, AOL (AOL) has been spun out from Time Warner (TWX), and what the pair wrought is almost completely gone.

Or, as Percy Bysshe Shelley wrote about the “Look on my works, ye mighty and despair” statue of the great ruler Ozymandias: “Nothing beside remains. Round the decay of that colossal wreck, boundless and bare, the lone and level sands stretch far away.”

Well, at least Case and Levin are still standing, and this interview with them, lasting just over 22 minutes, is very worthwhile.

What’s perhaps most interesting is that the now-bearded Levin, for all the hippyish bromides–such as “Management is a humanist art”–is still as sharp as a tack in many ways, with some pretty decent observations about the Web and its players, for all his supposed beachy abandonment of it.

Check out the video:

Revenge is a dish best served cold–except, of course, when one decides to serve it piping hot.

And that’s just what part of one of the losing sides of the $2 billion deal to buy Skype from eBay (EBAY) is doing in an unusual attack on Michelangelo Volpi, a well-known tech exec in Silicon Valley.

You see, until recently, Volpi was CEO of Joost, arriving at the much-hyped online video start-up to great fanfare in mid-2007.

But the London-based Joost never quite caught fire and began layoffs and contraction this summer.

As part of that development, Volpi then went to Index Ventures, a venture firm also based in London.

And, in one of Volpi’s first deals, Index was one of the smaller players on the winning side of the deal to buy Skype, putting up $75 million.

But also vying for the prize were the Internet telephony service’s founders, Niklas Zennström and Janus Friis, who had hooked up with a group of private equity investors.

To complicate things further, the innovative and entrepreneurial pair also own a company called Joltid, which has licensed key technology for Skype to eBay.

It gets better! Joltid and eBay have been fighting in court over that agreement, bickering back and forth about whether eBay violated the terms of that deal or not.

Finally, in the past few days, in what is obviously a related move, Joost said that it had dumped Volpi as a director and as chairman, a job he had retained when he left for Index in July.

Said the company in a statement:

“Mr. Volpi was removed from the board of directors and from his position as chairman of Joost by shareholder vote. The company and its board of directors is conducting an investigation into Mr. Volpi’s actions during his tenure as CEO and as chairman.”

Volpi had no comment.

BoomTown does: It looks like a lame attempt at kneecapping him to me, as part of a larger rumble!

But, for many, this comes as a surprise, since it had been thought that Volpi–a former dealmaker with Cisco (CSCO)–would play the role of a peacemaker in the eBay-Joltid fighting.

Actually, according to numerous sources, Volpi had also struggled with Zennström and Friis when he ran Joost, and there is no love lost among them.

In fact, here’s a glimpse of that tension in a video interview BoomTown did with Volpi a year ago in London, when I visited its office there.

It took place just after Joost was forced to rejigger itself to gain momentum (which never happened).

“Restarting a start-up is definitely not easy,” said Volpi in the interview.

As it turned out, that was the least of his worries.

Here’s the video:

Last week, after much delay, longtime Internet exec Julius Genachowski (pictured here) was confirmed by the Senate as the chairman of the Federal Communications Commission.

It is an important role for the future development of the Web, of course, although it took a dog’s age into the new Democratic administration to approve him.

Hopefully, he and the other commissioners can soon get to work on a wide range of major digital issues, such as a national broadband plan that does not cost Americans a fortune.

Genachowski, a close tech adviser to President Barack Obama, was seated along with Commissioner Robert McDowell, a Republican appointee who was confirmed for a second FCC term.

After the Senate approves two others–Democrat Mignon Clyburn and Meredith Attwell Baker for the GOP–in the next month, it will round out the five-member panel.

(The other FCC commissioner is a Dem, Michael Copps, who has been acting chairman while Genachowski got approval.)

Genachowski, a former FCC staffer, was most recently working as a VC at Rock Creek Ventures and LaunchBox Digital. But he is best known to many in Silicon Valley as a top exec at IAC/InterActiveCorp. (IACI).

He is likely to make his debut to chair his first meeting this coming Thursday, and it is a humdinger of dull:

According to the FCC’s Web site, the July open meeting, held in Washington, D.C., will consider three items:

1.) Amendment of the Commission’s Rules to Provide Spectrum for the Operation of Medical Body Area Networks: The Commission will consider a Notice of Proposed Rulemaking to allocate spectrum and establish service and technical rules for the operation of Medical Body Area Networks to monitor patients’ physiological data.

2.) Amendment of Service and Eligibility Rules for FM Broadcast Stations: The Commission will consider a Report and Order concerning changes in the FM translator rules to allow AM broadcast stations to rebroadcast their signals on eligible FM translator stations.

3.) Amendment of Part 101 of the Commission’s Rules to Accommodate 30 Megahertz Channels in the 6525-6875 MHz Band: The Commission will consider a Notice of Proposed Rulemaking addressing whether to provide licensees with authority to operate on channels with bandwidths up to 30 megahertz in the Upper 6 GHz band and whether to extend conditional authority to two additional channel pairs in the 23 GHz band, as well as an Order addressing a related waiver reques.

But the site also mentioned that “the Meeting also will include a presentation on the status of the Commission’s process for developing a National Broadband Plan.”

Now, that is something BoomTown would like to know about since this country is effectively still in the dirt-road period, in terms of high-speed broadband access for Americans.

But, of course, the cost of what we do get–which is very substandard compared to a lot of other countries–is also very pricey.

Let’s hope Genachowski–who has a lot of other issues on his plate, especially as the media industry undergoes drastic reconfiguration too–can do something about it.

In a related note, Lawrence Strickling was also OK’d to run the telecom division of the Commerce Department, which is the agency with the dough ($4.7 billion in government funds) to help the create this supposed Internet infrastructure boom with the FCC.

I remain dubious of any movement in the arena, but still hopeful.

And, until there is some action from Genachowski, here is a highlights video from an onstage interview Walt Mossberg and I did with former FCC chairman Kevin Martin–along with Verizon (VZ) Wireless CEO Lowell McAdam–at the sixth D: All Things Digital conference in 2008.

Here is the D6 video:

]]> http://allthingsd.com/20090629/welcome-to-the-fcc-julius-now-get-to-work-on-a-national-broadband-plan-please/feed/ 0 http://allthingsd.com/20090618/liberty-media-chairman-john-malone-the-full-d7-session/ http://allthingsd.com/20090618/liberty-media-chairman-john-malone-the-full-d7-session/#comments Fri, 19 Jun 2009 04:58:22 +0000 Kara Swisher http://d7.allthingsd.com/?p=2235

As many already know, John Malone has been a cable legend since he first ran Tele-Communications Inc. back in the early 1970s.

Besides being there at the founding of many channels, the Liberty Media (LCAPA) chairman’s influence put most of them on the map and his forceful business skills willed cable into becoming a key consumer medium for entertainment and news.

Malone talked about that experience onstage at the seventh D: All Thing Digital conference and how it mirrors what is going on now as more content is being distributed on the Internet. And, more importantly, he discussed how it might or might not be paid for.

You should listen, because Malone is a genuine media pioneer who could teach Web players a thing or two.

Here’s the full D7 video of the session:

]]> http://allthingsd.com/20090618/liberty-media-chairman-john-malone-the-full-d7-session/feed/ 0 http://allthingsd.com/20090617/liberty-media-chairman-john-malone-the-full-d7-session-2/ http://allthingsd.com/20090617/liberty-media-chairman-john-malone-the-full-d7-session-2/#comments Wed, 17 Jun 2009 08:16:42 +0000 Kara Swisher http://kara.allthingsd.com/?p=14636

As many already know, John Malone has been a cable legend since he first ran Tele-Communications Inc. back in the early 1970s.

Besides being there at the founding of many channels, the Liberty Media (LCAPA) chairman’s influence put most of them on the map and his forceful business skills willed cable into becoming a key consumer medium for entertainment and news.

Malone talked about that experience onstage at the seventh D: All Thing Digital conference and how it mirrors what is going on now as more content is being distributed on the Internet. And, more importantly, he discussed how it might or might not be paid for.

You should listen, because Malone is a genuine media pioneer who could teach Web players a thing or two.

Here’s the full D7 video of the session:

]]> http://allthingsd.com/20090617/liberty-media-chairman-john-malone-the-full-d7-session-2/feed/ 1