At a media event in New York today, Yahoo CEO Marissa Mayer announced a new office in Times Square for the Silicon Valley Internet giant.

“From one Mayor to another,” said Mayor Michael Bloomberg to Mayer (get it?) about locating in Manhattan’s iconic location, which will house 500 Yahoo employees.

But not Tumblr, which will remain blissfully downtown, even after its $1.1 billion all-cash acquisition by Yahoo announced today.

“We’re very happy that Tumblr is a home-grown company,” said Bloomberg,

Irony alert: Yahoo’s new digs in the Big Apple is actually the old HQ of the New York Times.

“Twenty years ago there were a lot of Yahoos in New York,” said the Bloomberg, channeling Jackie Mason and then touting the local tech industry and reeling off the stats.

Boiled down: Geeks rule.

Mayer also talked briefly about the acquisition of Tumblr and repeated the trying-really-hard-to-be-wacky, “we’re going to try not to screw it up” promise.

Mayer then introduced another promise — a commitment to fix Yahoo’s last major acquisition screw-up, Flickr.

Yahoo exec Adam Cahan, who is in charge of the photo-sharing service and who uses the term “awesome” quite a lot, came on next to show the changes.

He introduced a new design, which looks kinda like Instagram and kinda like Flipboard and kinda like Apple and kinda like Facebook’s homepage. It does bring Yahoo up to speed with others in the key photo-sharing space, which is good.

(Sorry, I cannot be more detailed, since I could only see it via Internet, because AllThingsD.com was not invited to the event by Yahoo.)

From what I can tell, it’s very image-centric with big photos and little text.

Cahan also introed a new Google Android mobile version and said that Flickr will offer a terabyte of space for free to users, which is about 537,731 photos.

Then he talked about a terabyte a lot, claiming that “no other Internet company has offered you a terabyte” of space. (Well, I would imagine Google and Facebook will now do so in a New York minute.)

Some very nice man with a German accent demoed it. (Again, I am not there and did not see a name going by on screen, and I can’t ask Yahoo PR his name.)

It’s purty, for sure, and nice to be able to upload photos in their full fidelity without worrying about space constraints.

Mayer called it “spectacular,” “bigger” and, of course, “awesome.”

It is certainly much more striking than how the antiquated Flickr homepage used to look like — which was circa 1969. But, like I said, kinda like what others have already done, although these updates are certainly a welcome change for Flickr.

Mayer then ran a very cute video for the changes, which, well, was kinda like an Apple video.

“Flickr was awesome once and then it languished,” said Mayer, declaring victory already. “And now it’s awesome again.”

In a Q&A after, Mayer, Cahan and the nice German guy answered questions about integration of Tumblr and Flickr (not yet!); how it was like or not like Instagram (no cropping apparently — which is exactly what is fantastic about Instagram); the terabyte (it’s awesome!); and more Tumblr deets (you know them already); monetization; and a bizarre one about redundancy so you don’t lose photos.

Mayer also said that Yahoo had bought 11 billboards in Times Square to show off Flickr and noted there was a party after for the media. (Except the unchosen, so I am enjoying a nice glass of Cabernet all by my lonesome. Frankly, it’s awesome!)

(Photo credit: Kevin Tachman for Times Square Alliance.)

Where I — and some others — have found Klout deficient is in its consumer application. Aside from some real-world perks, a scoring system of my online reach doesn’t necessarily do me any good on a consistent basis.

“We weren’t letting people actually be influential,” Joe Fernandez, CEO of Klout, said in an interview.

Klout wants to change that perception, and it’s part of why the company is previewing its latest product, “Experts,” on Wednesday.

Experts is pretty simple. The premise: If you’ve garnered sufficient credibility on a certain topic based on your Klout score — say, gardening or hair styling or whatever — you should be qualified to answer questions on the area. Moreover, you’re likely more credible than some result in a Q&A thread on a site like Yahoo Answers or perhaps a Quora.

So to spur the knowledge base, Klout will drop in questions to some of its users during its preview period. Maybe they’ll answer, maybe they won’t. But, if so, those answers will show up in search results through Microsoft’s Bing — Klout’s official search partner — and potentially Google’s search engine (which Klout doesn’t have a partnership with — just as if it were another page on the Web.

“Think of a company like eBay. It works well because of its reputation layer,” Fernandez said. “We just built that layer first, and now for the first time we’re enabling a direct sense of consumer utility.”

If people actually use the product, it’s clever in a few ways. Yes, it could potentially give people more reason to consider Klout scores important and regard influence more highly. But pumping topic results pages into Bing and (maybe) Google search results is an easy way to stimulate outside activity and engagement, and perhaps increase signups to new users seeing the pages for the first time. I say “maybe” for Google because, honestly, it isn’t clear whether or not Google will surface those results. For now, Klout has only officially — though not exclusively — partnered with Microsoft on this.

If they do indeed show up, there’s still Google’s social recommendation layer to compete with here. Google sticks “+1” recommendations from people using its social network into its search results when applicable (and when users opt in to seeing it), which arguably may have more power than a Klout page. And of course there are existing knowledge bases online — the Wikipedias and Quoras of the Web.

The preview rolls out on Wednesday to a limited group of users, and there’s a waiting list to sign up for on the site, if you’re so inclined.

Courtesy 2K Games

When you think of mobile games, you probably think of titles like Angry Birds, Temple Run or Fruit Ninja — not the sort of micromanaging strategy games for which Sid Meier is best known.

And yet the creator of the hit Civilization franchise and his company, Firaxis Games (owned by Take-Two Interactive), are moving more troops into mobile after testing the waters with ported games like Pirates! and Civilization Revolution. Rather than just producing, Meier himself was one of three programmers on a new mobile-first Firaxis game, Ace Patrol.

Although the WWI dogfighting game — scheduled to launch on May 9 — will be iOS-only, Meier acknowledged that “there’s certainly a logic into looking into other platforms and seeing what the possibilities are.” He caught up with AllThingsD on the phone recently to talk about how he sees the changing landscape of games.

CC BY-SA 2.0 Antonio Fucito

Sid Meier: The very early console games were very simple, twitchy hand-eye coordination games. And then, over time, strategy became okay to do on console. I think we’re going to go through a similar evolution with mobile, where initially the games are pretty casual and simple, but that’s not because of any restrictions in the platform or anything, it’s just that the market is gonna evolve and the audience is gonna evolve. There’s definitely a role for more strategy-oriented games on mobile.

And do you think that’ll go mainstream, or will that be a niche audience?

I think [strategy] is probably not going to be the predominant genre on mobile, but it will grow in the same way it has grown in the PC market and the console market. In a lot of ways, it’s more suitable to mobile than console because, on mobile, you could potentially be distracted, so you want a game that’s played at the player’s pace, and not at a pace that’s driven by the game itself — something you can start and stop, and put away for a while.

What about multiplayer? Depending on whom you ask, the future of multiplayer games could be asynchronous and turn-based, or all about playing live, either in the same room or on different devices anywhere in the world. Do you have a dog in the fight?

Since our game is turn-based, we chose to support two of those modes. One is the asynchronous mode, where you can have 10 games going on at the same time with 10 different people. The other mode, which we’re calling “hot-pad” mode, is where you’re playing on the same machine with the same player. Real-time multiplayer is suited to another type of game. I’m playing a lot of World of Tanks right now, and that works really well as a real-time multiplayer game. It might not work so well on mobile, where you might get a phone call, or maybe you’re traveling and you can’t guarantee that you’re going to be able to hang around until the end of the game.

What did you learn from the experience of heading up such a small team on Ace Patrol? Do you think you will do the same thing in mobile again?

I’ve enjoyed the small-team aspect — fewer meetings, and more time to actually work on the game. And I’ve learned really to kind of appreciate some of the unique features of the mobile platform: The touchscreen, the gestures, the swiping, the pinching. That tactile interaction between the player and the game really connects you more closely with what’s happening on the screen. We’re very impressed with just the raw horsepower of the platform. For a flight game, it’s fun to have a 3-D world to fly through … we actually weren’t sure whether we could do that when we started. Also, [we've learned] how many of our core strategy game elements that we’ve used on other platforms seem to work fairly well on iOS.

And that’s interesting because not all games are as mobile-friendly as others. Will Firaxis be doing more with turn-based games on mobile?

I think it works very well, yes. There are certainly some real-time games that work just fine. But the turn-based games that we’ve done, whether it’s Haunted Hollow or Ace Patrol or XCOM, later this summer, just all seem to be a natural fit for the mobile platforms. Is it part of our future? I think the answer is pretty assuredly yes. But we’re not giving up on PCs. They’re our bread and butter, and the new consoles are very interesting, but we definitely see mobile as a significant part of our future going forward.

What do you think about what Microsoft is doing with Windows? Obviously, they have the legacy title for being the home of PC gaming, and yet, in some ways, they’re making their main OS a lot more like a mobile operating system.

That’s a very interesting development. The PC market is splitting into tablet PCs and the traditional desktop PCs. These games that we’re doing cross over really nicely into tablet PCs or any kind of mobile format. That’s another reason why we’re looking really seriously at this market. I’m not sure what’s happening in the PC market, whether it’s going to go toward tablet or continue to be really strong in desktop. It’ll be interesting to see how it plays out.

It’s no secret in Silicon Valley that the HBO series “Game of Thrones” is a big favorite among the geek set — including Facebook CEO and co-founder Mark Zuckerberg — what with its dungeons-and-dragons tone and fur-and-leather outfits.

Which is why Time Warner’s premium cable network decided to do one of its three red-carpet premieres for the third season of the hit fantasy show with a splashy event on Wednesday in San Francisco that will be teeming with digerati.

“We all thought it would be fun for the creators and the cast to come here and feel the enormous enthusiasm this community and our partners have for ‘Thrones,’” said HBO CEO Richard Plepler.

Eight cast members of “Thrones” will be attending, as will Plepler, HBO COO Eric Kessler, creators David Benioff and D.B. Weiss and … drumroll … author George R.R. Martin.

The show is an adaptation of “A Song of Ice and Fire,” Martin’s series of popular fantasy novels, the first of which is titled “A Game of Thrones.”

No surprise — there is much swordplay in the epic. And that’s where AllThingsD comes in, since Walt Mossberg and I will be doing an onstage Q&A with Martin, Benioff and Weiss right after the first show of the new season is aired.

It’s on, or, as Martin wrote: “When you play the game of thrones, it’s either you win or you die.” Or enjoy a lovely party after.

We’ll have video of the interviews later, but here are two trailers for the third season, which begins airing March 31:

There were, of course, the questions on his famously huge Facebook investment many years ago, and why he’s put money in Y Combinator to spur startup innovation.

But it’s clear from his mainstage interview at the SXSW interactive festival in Austin this morning that high-profile Russian investor Yuri Milner of DST Global has been striving to think much bigger thoughts of late.

While he’s gotten a lot of attention for his big bets in the social networking site, as well as with Twitter, Spotify, Airbnb and many others, he’s slowed his investing in the U.S. considerably to focus more on what he and many others in Silicon Valley are calling “moon shot” ideas.

“Somehow, we have lost interest in big ideas,” said Milner, in an onstage interview with Vanity Fair contributing editor Bethany McLean about shifting away from thinking — which he has funded, in part — that has gotten more short-term and pragmatic. “I think we still have a destiny as human beings.”

That has included starting up his Fundamental Physics Prize, which has now become the priciest academic award, last year. And, more recently — with Facebook co-founder Mark Zuckerberg, Google co-founder Sergey Brin, and Genentech mogul and Apple Chairman Art Levinson, among others — the launch of the Breakthrough Prize in Life Sciences Foundation.

As Mike Isaac wrote when that initiative was announced less than a month ago:

“The first round of prize recipients includes 11 scientists from a range of research disciplines, including studies in genetics, cancer research and neural behavior. Each of the 11 prize winners will receive a $3 million award for their work, and Brin, Zuckerberg, Milner and the rest of the sponsors have agreed to a five-year commitment to awarding prizes.”

Milner, who was a physicist in his early career, said onstage that he has been disheartened to see that not enough younger people choose to go into fundamental science anymore. Thus he is aming to make it more attractive via his prizes.

“We don’t have enough heroes who are admired by a large portion of the population due to their scientific achievements,” he said, noting that it will require rewarding individuals in a “disproportionate manner.”

Still, in the Q&A session, the crowd in the Austin Convention Center wanted to know mostly about more earthbound questions, such as what tech company would last 100 years, as IBM has.

According to Milner: Google, Facebook and Wikipedia, due to network effects.

Another attendee wanted to know what he thought it takes to be an entrepreneur these days.

“It’s almost a heroic effort, and kind of goes against set ways of doing things,” answered Milner.

Then someone wanted to know how the political arena could be similarly transformed.

“That, I don’t know,” said Milner.

Moon shot, indeed.

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ChaCha answers questions amid a heckuva lot of ads.

Well, you gotta hope it’s the last push! The Carmel, Indiana-based company has now raised its Series G round: $14 million from VantagePoint Capital Partners and Rho Ventures. That brings it to $82 million raised in total.

ChaCha CEO Scott Jones says he’s finally, finally — after many twists and turns and pivots — on the verge of cracking this Q&A nut.

His solution is a combination of, 1) weaning the company off of paid answerers in favor of passionate users — the current ratio is 50:50, but it’s changing; 2) switching from search to social distribution, and from “wizard behind the curtain” answers to real names; and, 3) bringing on brands to pay for the privilege of answering questions.

Not all of that is implemented yet; it’s a hypothesis in progress. But Jones has been in a constant state of evolution. In February 2011, Google’s Panda update chopped ChaCha’s traffic and revenue in half overnight.

So: After clashing with Google by gaming its search results, ChaCha wants to take the even harder path of competing with Google head on, by trying to better answer the sort of quick questions Google now surfaces on results pages through its “Knowledge Graph.”

But Jones said ChaCha can go further than Google because it has spent years focusing on how to answer “out and about” questions about surroundings, make judgment calls and recommendations, and process phrasings that evade natural linguistic processing.

And, in the meantime, ChaCha has built up an audience of 45 million uniques per month and two billion questions answered.

Along the way, some random experiments have actually worked. For instance, ChaCha now runs a sort of sponsored tweet scheme called Social Reactors that’s sharing revenue of as much as $100,000 per month with certain individuals who tweet about suggested topics.

Jones admitted that perhaps that particular initiative was somewhat off-topic, but he noted that kind of distribution power will likely be very useful when ChaCha makes a big mobile app push later this year.

But not every A needs a Q to get started. Some people just have cool stories and information in their heads that they want people to read.

So Quora is inverting itself and offering a basic blogging tool, starting today.

This isn’t a blog service with custom layouts and nifty widgets. It’s not a full competitor to WordPress, Blogger, Tumblr or even Medium. It’s a place to write good stuff and get read by the Quora audience.

While Quora might not yet be an enormously popular site, it’s perfectly suited to get distribution for interesting writing, according to spokesperson Marc Bodnick.

That’s because unlike on other social networks, where content is generally only delivered to an audience of friends and followers, Quora is also organized by topics. All users subscribe to some number of these 300,000 topics, and sees new posts about them in their feed.

“Because of the topics system, you can come onto Quora as a nobody and be read by tens of thousands of people in a couple of days,” Bodnick said in an interview today.

Quora estimates that active writers average 30,000 monthly views, with some extremely active and popular writers getting more than one million views per year.

So essentially, Quora users are already blogging. Now Quora is just calling it blogging. And it will live alongside the site’s existing question-and-answer activity.

The new Quora blog layout is a sparse page. Instead of related Quora content in the right bar, blog post pages show other posts by the same author. There’s no notion of customizability, or importing an existing blog from elsewhere — but there are RSS feeds for each author.

As Bodnick described it, this is not a place for cat photos or day-in-the-life diaries, but rather for long-form personal essays, opinions and information.

Plus, Bodnick said Quora is totally fine with writers cross-posting and promoting their other work, and Quora won’t do anything to edit the blog posts besides making sure that topics aren’t being spammed.

But even though Quora blogs are different from Quora Q&A, they “will be a first-class content form on the site,” Bodnick said. Quora is really pushing this distribution angle — saying that most people who start a blog elsewhere have very little chance of it being seen. “If you write something good, we’re pretty much assuring you it’s going to get read,” he said.

On the logistics side, Quora has had a previous bookmarking tool called “Boards” that didn’t make a ton of sense, but people had already been harnessing it to write blog posts. The Board feature is being recast as the new Blog tool, and should be available to all users today.

Plus, Quora has built a nifty mobile rich-text editor for the iPhone that it will be introducing in the coming weeks, and bringing to Android after that.

This isn’t a full-blown presence system — there is no Quora buddy list or chat function. The Q&A site’s new “Online Now” feature is for the very specific purpose of connecting Quora users who have questions with people who are both likely to answer a particular question and online at that very moment.

Quora has long shown suggestions for the best people to answer a question. Starting today, it will sort those people by their availability. The intent is for people to get answers faster. So instead of emphasizing a canonical best answer, Quora wants users to feel like they can ask a pressing question — for instance, a movie or restaurant recommendation, or help with a problem — and get a quick response.

As it tries to grow, Quora has experimented with ways to make users feel more connected and engaged. Not all of them have been popular. In August, it started publicly displaying when a user had read a post — not commented on it or upvoted it, but simply read it. That feature was later toned down, though it wasn’t removed.

This time around, the company is putting more effort into being clear about how Online Now is released. For instance, online status isn’t shown for users until they have visited the Quora homepage. However, after that it is automatically turned on; so users are effectively opted in by default after they’ve been notified.

Privacy-conscious users who already opted out of Views are automatically opted out of Online Now as well.

Yahoo turned in a meh third quarter, which came as no surprise to anyone. But none of it matters, since all eyes were on what new Yahoo CEO Marissa Mayer would say on the investor call today.

Here we go! It is Mayer’s first outing as a public company CEO. She’s been an exec at Google her whole career and, while she has been a prominent public figure in Silicon Valley, she has never run the whole show herself.

Until today, that is!

2:01 pm: Finally, we are hearing from Mayer, who arrived from Google in July.

She is “thrilled to be at Yahoo” and the first 100 days at the company have been a lot of fun.

She’s apparently been a fan since her undergraduate days at Stanford University.

Finally, she tries to answer the big question: “Why did I in particular come to Yahoo?”

Why, indeed, given she and others at Google have spent those years since college putting Yahoo directly into the ground. (Did you know Yahoo gave Google its first big search break, a deal engineered by Mayer and others?)

But, says Mayer, Yahoo is “tailor-made for me,” ticking off arenas such as “search, mail, advertising, home page.”

It’s what she built her career on, apparently — yes, in kicking Yahoo’s behind — but now she wants to help the troubled Silicon Valley Internet giant “grow and help redefine” itself.

Still, she stresses, trying to buy as much time as possible from investors: “It will take multiple years to get to where I want the company to be.”

2:08 pm: Mayer, of course, touts her Apple iPhone-and-free-food spending to make the life of Yahoos better (and on parity with the rest of the digital sector).

To be fair, given the past two CEOs, anyone who did not come in and kick the employees where it counts was going to get some claps.

Mayer’s goals are “simple,” she says, “to execute fast, attract the best talent and make Yahoo the best place to work.”

She says she has assembled a stellar world class exec team to accomplish that.

2:11 pm: Now we get to meet one of that team and a Yahoo newbie — CFO Ken Goldman (pictured here). It’s his first day.

He repeats the results that Yahoo has already put in its press release, which is why I usually zone out here and focus on superficial stuff.

Like how much he sounds like former and ousted Yahoo CEO Scott Thompson. Eek!

Goldman touts Yahoo’s recent Alibaba Group deal in China (done not by Goldman, but by outgoing — jacked by Mayer, really — CFO Tim Morse) and notes a $765 million credit facility that Yahoo apparently got this month.

That’s more dough to add to Mayer’s ever-growing pile to spend on fixing Yahoo.

2:23 pm: Mayer is back — Goldman is nice enough, but everyone wants to hear from the former Google wunderkind.

She makes an obvious statement: Yahoo has to “grow at the same pace as the market we are in.” Yep. Yahoo’s growth has been practically non-existent, while the industry has seen robust increases for years.

Mayer is now hitting all the high points on what needs to be fixed.

Search, communications, a desperate need to invest in mobile. “Our top priority is a focused, coherent” mobile strategy, she says. It’s everybody and their mother’s top priority in the Internet space, but it’s gotta be said.

So Mayer says it again: “Yahoo will have to be a predominantly mobile company.”

She also name-checks “delighting users,” improving advertising and personalization.

2:27 pm: She also underscores that Yahoo will now hold onto its ad tech business.

“No one wants Yahoo to grow more than the people who work here,” says Mayer, who says she is going back to Yahoo’s roots. “We believe Yahoo’s best days lie ahead … and we intend to win.”

It sounds very good, but Mayer has been relatively unspecific overall.

Now to Q&A to see if she will drill down more.

2:30 pm: The first question is about Mayer’s vision as compared to others.

Apparently, it does not mean a “pivot” into different and new businesses. It does mean improving what Yahoo has done well.

“I don’t think this is a situation where there’s a giant pivot and we go into a completely different business,” Mayer says flatly. In other words, no string of Yahoo diners in the offing.

In addition, Mayer says that Yahoo occupies a unique spot that does not put it into “channel conflict” with other rivals and, presumably, can be a better partners.

Also asked about search versus display, she’ll take both, but found display “more compelling.”

The next question is about international markets and the local ones.

Growth, says Mayer, although Yahoo will be narrowing the offerings to be more compelling.

She refers to the recent closing of Yahoo operations in Korea. “We had a very hard time finding a growth story moving forward,” says Mayer.

As to local, which Mayer worked on at Google right before she left, Yahoo’s efforts are merely “good” and it’s not slated for investment going forward.

The next question is about metrics to judge progress. Yahoo left out user numbers it has usually provided in the past and Mayer is not giving up any data now either.

Instead, she is going to rely on internal data and not use third-party data any longer. (It makes some sense since the numbers have been not so pretty over time.)

2:37 pm: Mayer did not want to go into acquisition strategy, which came in a question about its giant pile of dough.

No billion-dollar buys for her, she claims, so cancel that Tesla order for Foursquare, Dennis Crowley!

Mayer noted that most acquisitions will be smaller scale and under $100 million. She noted she had done about 20 of those in her career at Google.

A question about Microsoft.

While there has been “disappointment,” Mayer says the goal is to work with the software giant. In other words, she’s not calling her old pals at Google quite yet (she hasn’t yet, in fact).

The next question is about mobile, with Mayer noting once again that the company has to be primarily mobile-focused going forward.

She’s going to hire as many mobile peeps as possible, especially via smaller-scale acquisitions.

2:44 pm: Goldman gets a little awkward in noting that his young-adult kids think Yahoo is all happening. Hmm, I suppose since he comes from the deservedly defunct Excite@Home and the successful but security-dull Fortinet, that makes sense.

In fact, getting back the young folks is one of Mayer’s top challenges.

A very good question — these are all good ones on the call — is how Yahoo can compete without a mobile operating system, such as Google Android and Amazon Kindle and Apple iOS.

Mayer notes that Yahoo has compelling content that others do not.

Another question on search and, specifically, on mobile search.

Mayer is unspecific, except to note that Yahoo has the ability to be pertinent and competitive.

She is a little more clear on the issues with the Microsoft Bing search relationship. Mayer does know this stuff well, and it is clear there is some serious low-hanging fruit to be plucked by someone who knows what they are doing.

Mayer knows search, to be sure, so I am thinking she will make some bank here.

A question about “overmonetizing” the Yahoo site — i.e. cluttering it up with icky ad units that drive consumers nuts.

Mayer notes that cutbacks in ads to improve user experience will only be done to increase traffic, which is a dicey proposition as it can also kill revenue.

A question about content and where that us going.

Mayer touts the Olympics programming — hat tip to former interim CEO Ross Levinsohn — as something unique to Yahoo. Interestingly, the media folks at Yahoo are still wary of pro-engineering Mayer.

2:55 pm: Another question about her interest in content and investment focus in ad tech.

“I am very product focused,” says Mayer, who uses the term “low latency,” a term that no media person ever would use as a hallmark of success.

She is much more comfy talking tech and that’s an area she knows better. Still, she says little about possible investments.

Mayer is then asked about goals for growth at Yahoo. She does not just want to grow at industry rate, but beyond that! But she’ll take industry rate for now (actually, that would be a huge accomplishment).

Goldman says little on the stock buyback, using the Alibaba dough, except they are buying.

3:01 pm: There are a lot of questions today for Mayer — which is no surprise — but now they are beginning to repeat.

(Plus, I have LOLcat’s Ben Huh waiting for me in the ATD Global HQ lobby — and you all know how I feel about them cats!)

Ah, the last question: It’s about data and personalization and what’s been lacking at Yahoo in not taking advantage about the pile of data it has about .

Yes, that should happen and it will under the regime of Marissa Mayer.

Mayer ends by noting, “It’s time for Yahoo to execute and bring our results back to growth.”

So it is written, so it shall be done.

As most readers know, I love a good internal memo from Yahoo — and now I have landed a really meaty one.

It’s the “Yahoo! Three-Year Product Strategy” plan, a 21-page report that was completed in mid-2011 by a team headed by former product head Blake Irving.

While it is a year old — and five CEOs ago (no, really) — it’s an important read since it tracks closely to the strategic vision that Yahoo’s latest CEO Marissa Mayer discussed earlier this week at an all-hands employee meeting and, according to sources, is very similar to one she seems to be pursuing.

That includes a focus on personalization, mobile, social, improving Yahoo’s advertising tech platforms and more.

And here’s the centerpiece of goals — called “Five Strategic Elements” — from the Irving memo:

1. Infuse deep personalization using science and data into every consumer and advertising experience we build.

2. Delight our customers with best-in-class products, iterating frequently for constant improvement.

3. Build for connected devices first with localized, in-context, multi-screen experiences in mind.

4. Power real social relationships with features that enable 1:few conversations around content.

5. Build a digital media ecosystem that creates a premium marketplace for advertising and content and distributes Yahoo! experiences across the Web.

Sound familiar?

In fact, at the event’s Q&A part yesterday, one staffer specifically pointed out that her broad presentation to employees sounded a lot like the one Irving had proposed the year before.

Since that was never truly implemented, due to never-ending management crises, the obvious question was asked: “Why would things be different this time?”

Mayer answered that the execution against that strategy wasn’t good and she would have a better model to pull it off.

The memo, embedded in its entirety below, is really instructive to use as a possible roadmap, outlining Yahoo’s challenges, as well as the competitive landscape.

Noted the report, quite clearly: “Yahoo! does not have an audience problem, as we are growing on pace with the Internet. Yahoo! does, however, have an engagement problem, as our share of time spent is flat, relative to our competitors.”

It’s aim is to fix that by building the “One Yahoo! experience, in which each of our current and future products fortifies the whole.”

Easier said than done, especially in building up its ad tech business, as the report adds, zeroing in on its most potent rival:

“To defend and grow our share of the premium advertising market, Yahoo! must continue investing to reach parity where necessary and achieve sustainable differentiation against Google with our premium marketplace and technology stack.”

There’s a lot more than that, so dig in to the document, which suggest a whole lot of spending to turn around Yahoo.

Since Mayer is well on her way in that department — including bouncing CFO Tim Morse, who was very bottom-line wary — more on that, next!

You must now download the full report here, which was removed from DocStoc here after a takedown request from Yahoo’s lawyers.

Yahoo CEO Marissa Mayer has been trying to recruit Katie Jacobs Stanton, Twitter’s head of international markets, to take a major job on the media side of the Silicon Valley Internet giant, according to multiple sources close to the situation.

While she holds that globally-focused role at the social communications service, Stanton is an obvious choice for Mayer, who actually was once her boss at Google, including when Stanton was the product management leader in the launch of Google Finance.

More importantly for Mayer, Stanton was the key driving force in creating Yahoo Finance, perhaps its most powerful content site, when she worked there from 1999 to 2002.

In other words, she knows media.

It does not seem likely Stanton will leave Twitter, but it makes a lot of sense that Mayer would try to get her.

It’s not clear what job Mayer is offering Stanton, but it is presumably a big one. One source said it could involve running Yahoo’s powerful home page, while another said it might be an even larger role.

Ross Levinsohn, the top Yahoo exec who left recently, had been overall head of media and sales for the Americas at the company. When he was named interim CEO of Yahoo earlier this year, he had elevated Mickie Rosen as SVP of media and commerce.

Rosen is still in that role now, where she has purview over all Yahoo media and commerce efforts worldwide.

But many expect Mayer to soon begin to replace Yahoo’s top exec team with choices of her own. She has already started an overhaul of its communications team, and has been recently focusing on human resources and its product leads, too.

But media is a critical unit at Yahoo, and Stanton would easily be on any short list of candidates to fill key jobs there.

At the San Francisco-based Twitter, her focus has been on raising its profile abroad, where it has been growing by leaps and bounds. That has often been in high-profile ways, such as its use in the Arab Spring protest and after Japan’s earthquake and tsunami.

Stanton came to Twitter from a stint in Washington, D.C., including at the State Department, where she did the laudable mobile donation campaign for Haiti that raised $32 million for victims of the devastating earthquake there. She was also the White House’s first director of citizen participation, and got the Obama administration tweeting via @whitehouse.

At Google, she also worked on its Open Social efforts, as well as on launching its interactive discussion tool, Google Moderator.

But Yahoo Finance is probably still her biggest hit, and one of the few properties on the site that has remain a huge success, despite the company’s many troubles.

Stanton graduated from Rhodes College, and later got a master degree from Columbia University’s School of International and Public Affairs.

I have an email into the apparently silent new PR spokeswoman at Yahoo, as well as the much more communicative spokesman at Twitter, and will update if I get a response.

We’ll see if Mayer can land Stanton, but if you want to get a good idea of the always affable and charming exec, here is a video of her in action — love her “can we go boy, girl, boy, girl” in the Q&A part at the end — at a recent event in Germany, when Twitter was opening its office in Berlin:

In related news, after picking up a midlevel Google product PR person last week to work closely with her on corporate communications, Mayer seems to have grabbed another exec from the search giant. She’s hired a policy manager named Patricia Moll Kriese to become Yahoo’s senior director for corporate projects (whatever that means!).

Please see this disclosure related to me and Google.

New Yahoo CEO Marissa Mayer descended on two of its New York offices today, declaring that she would summarily be granting free food to all there as she had recently done to much acclaim at its Silicon Valley HQ.

After firmly establishing herself as the munificent provider of free Odwalla juices for all, the former Google exec plunged into much more serious topics with the group of Manhattan-based employees. The New York staff is mostly focused on advertising — Yahoo’s most important business.

A number of Yahoo senior execs, as well as its several hundred others, were there to hear Mayer for the first time since she got the job about a month ago in a surprise and very high-profile hire, beating out media-focused candidate Ross Levinsohn.

In any case, Mayer seemed to be talking the language of the crowd, noting that Yahoo was an advertising company first and foremost.

A key area of focus is obviously display, she noted, as well as improving its ad network efforts. Mayer also told those gathered that the mobile strategy for Yahoo has moved around way too much, which is a nice way of saying there has been pretty much no direction under past CEOs.

Indeed, mobile efforts have been a longtime weakness of Yahoo.

Mostly, though, it was the same kind of things the energetic former Google exec has been saying to the Yahoos at its Sunnyvale HQ: Faster decisions, more accountability for top execs, hipper culture, all-hands meetings, question-rich involvement for employees.

In other words, in a performance coming soon to a Broadway theater: Google Clone — The Yahoo Edition.

One notable new aside Mayer made, several sources noted, was that she was not going to be answering the perennial query that has tripped up its leaders for years now: What is Yahoo?

She apparently does not like this line of inquiry one little bit and told the crowd it was not the right way to look at the long-troubled company or how to define it.

Now I am intrigued, since she is essentially correct in the concept that Yahoo is about what it does well more than anything else.

Not being able to execute has been a long-time issue for Yahoo, which has stumbled from one thing to the next in a much less disciplined manner than all of its competitors.

That said, every one of them still clearly communicates a basic core promise via strong execution, even as each has added on new businesses, for example:

Google = fab search, Amazon = top-notch retail, Apple = elegant devices, Microsoft = dominant Windows, Facebook = best social networking.

Yahoo — which ousted CEO Scott Thompson dubbed a technology-enabled media company (and he was right on that score) — has, of course, been about too many things, from a directory to an advertising service to a content provider and distributor.

Mucking up the works, though, have been a thousand other lesser efforts not done well and most of which have petered out.

In any case, the simple question of what Yahoo is has been banish’d for now, and Mayer will presumably not be answering that nettlesome query, even if it bubbles up on her nifty new interactive employee Q&A system.

But, if you really want to know, I can tell you exactly what it is at this moment in time and going forward: Yahoo is whatever Marissa Mayer says it will be.

More to come on exactly what that means.

Until then, here is my favorite quote from Shakespeare’s “Romeo and Juliet” about being banish’d:

Hence-banished is banish’d from the world, And world’s exile is death: then banished, Is death mis-term’d: calling death banishment, Thou cutt’st my head off with a golden axe, And smilest upon the stroke that murders me.

Well, it wasn’t as tasty as free food this week at Yahoo, but in her second official all-hands meeting with employees — now reportedly called “Friday FYI” — new CEO Marissa Mayer rolled out another new Google-inspired Q&A tool to get the company talking about what matters.

The system allows anyone at the Silicon Valley Internet giant to post questions, ideas or suggestions on a variety of topics, which can then be voted up and down.

Actually, it’s been in use internally at — you guessed it — Google for some time, and is even available to the general public in a product called Google Moderator. Mayer has been importing a lot of corporate practices from the search giant where she worked for her entire career — from free food to better swag to these weekly confabs to, now, its method of hearing from the staff.

While Yahoo previously used its Messenger product to garner questions for its less-regular all-hands meetings, this is apparently a new interactive tool built by the company’s engineers (and not using Google’s free APIs, as far as I can tell).

It seems to be working fine, and there were a number of questions that bubbled up.

That included one about Mayer’s thoughts on her current executive team — which is still largely inherited from a series of previous administrations, despite some departures recently — and also how her regime will hold them accountable.

Algorithmic accountability among Yahoo execs? Things have changed!

Even better, declared the questioner of that particular query, to whoops from the audience: “I want an honest answer!”

But Mayer was diplomatic, only saying she was “pleasantly surprised” by the top execs. She also noted that the management would have quarterly goals that are transparent to the whole company. (I won’t say they do that at Google, but — ahem — they do that at Google.)

Mayer went through a number of questions in a precise and cut-the-mustard manner that employees seem to be enjoying, overall.

One very voted-up question was about leaks to the media, in particular to this Web site, and whether a board mole hunt has been successful (obviously not). Also, of course, what she was going to do about the situation.

Apparently, Mayer said she won’t be tracking down leakers, and that this new openness will solve the problem.

Good idea, but all that lovely transparency also needs some pretty good products if it’s going to work.

And product focus most definitely appears to be the path now. Mayer also showed off the new Yahoo Mail — which has been under revamp for a while, and was started under former Chief Product Officer Blake Irving — with some good response from Yahoos (last week, it was a look-see at its recent iteration of its IntoNow video offering).

There are other interface changes that have been in the works too, likely under the direction of Tim Parsey, Yahoo’s head designer, who also came on under Irving.

In fact, a lot of what Irving had pushed, including keeping advertising technology in-house and also maintaining control of key monetization engines, is the likeliest path going forward. The ad tech outsourcing deals, pushed by the interim CEO and his strategy head Jim Heckman, are apparently gone (and so are Levinsohn and now Heckman).

Also of interest to many at the company is the increased involvement of co-founder David Filo, who has become much less quiet under Mayer. I’d expect him to report directly to her — he’s actually been reporting for years to a variety of product and tech execs, despite owning more than six percent of Yahoo.

Thus, here’s my question for the new Q&A system for next week: So, when’s Jerry Yang showing back up?

Today, Yahoo reported fair to middling — although still predictably unspectacular — second-quarter earnings earlier today.

Now it’s time for its financial call with Wall Street analysts, which most notably will not include its spanking new CEO Marissa Mayer.

Giant, prolonged sigh, but not entirely unexpected, since she just got to the Silicon Valley Internet giant today. Of course, that did not stop former CEO Carol Bartz from hopping on right after she was hired and cussing up a storm.

That did not end so well for Bartz, so perhaps Mayer has already made one good decision. Minimize, minimize, minimize expectations!

Here we go:

2:04 pm: The call starts off with the tireless CFO Tim Morse, telling people that he was very excited about the new CEO, but that he could not talk about it much.

Bummer!

But there was a message from Marissa Mayer, though: She cares about investors and you will be hearing from her soon!

2:06 pm: Morse, the numbers guy goes right into the script reciting the meh numbers, which boil down to the fact that earnings were better than expected on lackluster revenue growth.

Getting that up will be Job #1 for the missing Mayer — you just know she is sitting at the table right now — who will have to pull some major rabbits out of the hat to get Yahoo back into the conversation.

That would be the good conversation — about how it is innovative — and not about the bad conversation about what a management goat rodeo it has been for far too long.

2:09 pm: Morse is still repeating what you could read in the press release.

But ho! Morse notes that the problems with Microsoft and its search partnership still has not gotten better and thank goodness for that guarantee. This one’s on the software giant, but it is still not good.

2:13 pm: Morse notes there will be no guidance until Mayer gets up to speed on the situation at Yahoo.

Let me give you the Cliff Notes version, Marissa: Revenue growth flat. Employee morale weak. Product innovation non-existent. Mobile — don’t make me cry. But you do have a video deal with Tom Hanks called “Electric City” that is launching today!

Yay! Except you are now not a media company now that former interim CEO Ross Levinsohn has gotten jacked.

But the Olympics are coming, as are the U.S. elections, so you might want to hold onto that media excellence at Yahoo for a little while longer.

2:17 pm: Morse finishes up the non-news script and we move into the Q&A.

He warns: No Marissa queries!

The Wall Street analysts behave on cue — they never fail me on not asking the tough questions — and ask about the weakness in advertising pricing rates.

Morse talks about weakness in Europe, but gives a non-answer.

2:18 pm: Next a question about the stock buyback that Yahoo announced to get its shares back up to speed, using money from its partial sale of its Alibaba assets.

It’s not working yet, given the stock has remained flat since forever.

A question on the advertising softness and comments on revenue per search. Good one!

Headwinds from broadband advertising! “We’ll have to live through it,” says Morse, which means when crappy comparisons will return to make the revenue fall-off seem less worse.

Onto declining engagement and declining search revenue. And a good query about what to do about Microsoft?

Perhaps another partner, like Google, to replace it? Actually, until Mayer was appointed yesterday, Yahoo execs were in talks with the search giant about various partnerships.

That’s presumably on hold for now, but we’ll see.

Yahoo has about nine months until the Microsoft guarantee falls off the cliff and Morse notes there is an out.

Tasty!

2:25 pm: I’ll be honest — I am getting hugely bored hearing non-news about yet another unremarkable performance from Yahoo.

I needs me some Mayer ASAP — since she is, without a doubt, a fantastic character for Yahoo’s next chapter. As has been reported, it’s correct that she is not talking to me so far, but I am sure there will be plenty of material for me to work with going forward.

The next question is on mobile, which is a “big priority” for Yahoo, says Morse. Actually, it has hardly be a priority at all, despite the fact that the kids seem to love their smartphones.

Another Alibaba question, which is in all the filings. Let me break it down: Yahoo owns less, but it’s still a good investment for the future.

2:33 pm: Did I tell you I am bored. I am at the offices of Vanity Fair magazine blogging this and I am now reading a very good book they have on the shelf here titled “Vanity Fair’s Hollywood.” Does Sophia Loren ever take a bad photo? No, she does not!

Back to Yahoo! A question if Mayer will be talking before the next earnings call.

“I honestly just don’t know,” says Morse. But she is “mindful” of how much investors want to get a good gander at her.

A question on Yahoo Japan, another endless asset sale that the company has not yet completed. “There really is no update,” says Morse, blaming a valuation gap.

What a shock!

Morse is being very polite today and I like it. He’s been through the wringer at Yahoo since he got there, including a short stint as a temporary CEO.

I hope you have been taking notes, Tim!

2:39 pm: A question on Facebook and, thankfully, on the choice of Mayer. I love when someone asks a question they have been asked not to ask.

“I don’t have a whole lot of color,” says Morse, noting her “resume speaks for itself.” It is apparently safe to say, adds Morse, that Yahoo has to be good at both tech and content.

You’re kidding! I had no idea! Thanks, polite Tim!

He also said Yahoo feels good about being on a steady footing with Facebook. Last call, the comments were about how much Yahoo was going to get Facebook to pay.

Bygones!

I am back to the shelf at Vanity Fair, which is as delightfully entertaining as this call is not. Now, I am perusing the book, “Vanity Fair’s Proust Questionaire.”

Did you know Sandra Bernhardt’s motto is: “Kiss ‘em, slap ‘em, send ‘em home.”

I am considering stealing that one as my new operating policy.

I missed the question about Yahoo’s ad consortium with AOL and Microsoft. “We’re making progress,” says Morse.

Aaaaagh. But did you also know that Katie Couric’s motto is: “Nobody puts Baby in the corner.”

That is definitely my motto too if Yahoo PR does not get back to me on my 26 questions from this morning (you would think I would have gotten used to this by now!).

How I wish Mayer was not in the corner right now and we were listening to her. She talks really quickly, like a supernova, so I would love to see how analysts react to it. Not today!

Did you know Keith Richards’ motto is: “I told you I was sick.”

Now that is funny.

There are no more questions, which is unusual, and Tim politely says his goodbyes and says to be in touch any old time.

Thus, I have to have a better ending for this and it comes via Donald Trump, whose motto is: “Think big and get the job done.”

And it’s a pretty good tip for Yahoo and Mayer going forward.

Pearl CEO Andy Kurtzig

Haven’t heard of it? That’s at least partly by design, but now the company is looking for some attention — and to break away from the rest of the Q&A pack — by calling itself Pearl.com.

Pearl has 10,000 vetted experts on hand to help answer its users’ questions for a fee. For an average of $30, users can find a lawyer, mechanic, doctor or another professional to discuss whatever problem they are having. Then, after a few weeks, the archives are posted online anonymously for other people to see.

The average response time is 7.5 minutes. The site gets 250,000 questions per month, and each Pearl transaction comes with a money-back guarantee if users don’t think the advice is good.

Pearl has affiliate deals with Dr. Phil, Judge Judy and “Car Talk” to offer question boxes on each of their sites. It also recently built an API and will soon release mobile apps, Kurtzig said.

Pearl just raised $25 million in Series A funding from investors such as Glynn Capital and Charles Schwab (the person, not the company; “Chuck” is on the Pearl board, too).

This morning, Yahoo said it had hired PayPal President Scott Thompson as its newest victim, oops, CEO.

(You can read my interview with him too, here.)

AllThingsD.com had reported the pending development last night — which is how we roll here.

Now we will roll into the conference call on the matter, and are hoping that the head of the lucrative eBay payments unit will make an appearance, given that he does not start until next week.

One piece of advice I will extend Thompson: I would refrain from cursing, as previous Yahoo CEO Carol Bartz did on her first outing. (She was fired in September, although not precisely for the cussing she so enjoyed partaking in.)

Here we go!

7:02 am: It’s on, with Thompson present.

Yahoo Chairman Roy Bostock begins, and he is “very excited, very excited.”

I’d be very excited if Thompson talked and not Roy, who has been to this particular Yahoo CEO rodeo a few too many times before.

Bostock is making promises that this time it’s going to be different. Really!

He also notes that the company will continue its “strategic review” — but who knows what that means now.

And he thanks Tim Morse, the interim CEO who is moving back to the CFO job. (Agreed — nice work, Tim!)

7:06 am: Scott Thompson is on and is “just thrilled” to be the new Yahoo CEO.

I like his accent, which seems like he might be from Boston. He does look and sound like Cliff Clavin, the mailman guy at the Beantown bar from the television classic “Cheers.”

Except, given he has been the darkest of dark horses in this CEO race, nobody knew Thompson’s name.

Thompson is saying all the right stuff, about wanting to increase shareholder value and such.

He sounds so hopeful! Urgency! Thoughtfulness! A bright new morning at Yahoo!

I have been to this rodeo before too, but I am still hoping this time it’ll work.

Scott, if you let me down, I might cry, because you sound so nice.

7:09 am Q&A time already.

Congrats from the Wall Street analyst peanut gallery.

Then, it’s right into a question for Bostock, about the progress of the Asian assets deal.

Also, is Thompson too much of a technologist and not a media dude?

Bostock wants to talk about only Scott, but notes that there will be “no slowdown and no delay” in the Asian process. And Thompson will be all onboard when he comes on board, folks.

Bostock sounds tired, but starts to talk about how a “great customer experience” is the key to the advertising business. He notes that Thompson knows how to do this, hence he’ll be fantastic.

“I have every expectation he’ll be out there calling on advertisers,” says Bostock. I would hope so, given that is where Yahoo makes most of its lettuce.

Bostock is saying Yahoo has been “treading water” and now needs to swim fast. Treading water? I wonder who the top honcho at Yahoo has been while the company has been listlessly dangling its legs in the drink?

Roy — that’s who!

7:15 am: Another analyst asks about margins.

Thompson is not having any of it! He is polite when asking for time to get on the job to make proper statements.

But he does focus on the need to build “great, innovative” products. True, but Yahoo has been incredibly unable to do this of late.

Thompson gives no specifics, though. My big idea: I would steal the self-driving car from Google.

7:17 am: A question about what the core of Yahoo is, and about what lessons Thompson is bringing from his experience at PayPal.

Well, he has not met the team — literally. Yahoo’s board consulted almost no one in the top ranks of execs on this appointment.

But Thompson “suspects” there is talent there. Given the recent attrition, he’ll need a big Inspector Clouseau magnifying glass to find it!

From eBay’s PayPal, he says that the key was balancing the customer experience with network effect and, well, blah, blah, blah Internet-speak.

I am still thinking shoplifting the self-driving car is the bestest idea.

7:20 am: A question about Yahoo’s display business versus Google.

Thompson notes it is too early for him to say — though he had better say soon! — but notes that data is key. He is a well-known by-the-numbers guy, and that is clearly where we are going at Yahoo, now that he is the big dog.

Thus:

“The data these Internet businesses create, the ability to use analytical technology to build a better businesses for your customers … I feel certain that wealth of data is going to be exploitable for next generation products, next generation experiences … My instinct says down in that data we’re going to be able to find ways to compete and innovate that the world hasn’t seen yet.”

I am really liking this accent, which is almost lulling. And so polite! Sources tell me that being “collaborative” was a big goal in this hiring.

7:22 am: A question about the identity of Yahoo, and whether it should be public or private.

Thompson harps on the need for innovation, and hopes it will be the future.

“I would not be here if I didn’t think it was possible,” says Thompson.

Bostock takes the public/private question. Yahoo will be public, he declares! Mostly, because it would be too pricey to take private.

“It’s a moot point,” he says.

7:25 am: More questions about what Yahoo is.

Thompson declines to run off the rails on this dicey one, but he says he believes that Yahoo has great assets.

It does. It’s just that it has been crashed many times — by the people who just hired him — right into a wall.

Just sayin’ — a self-driving car would have done a better job.

7:27 am: A brain-drain question, and more on Asia and on mobile.

Bostock butts in again. He said that Thompson will not be distracted by that, and will concentrate on the core business. Hush up, Roy.

Thompson says that he looks forward to meeting the peeps of Yahoo. (’Cuz he has not, as yet!)

He also loves mobile — which Yahoo has largely borked.

7:32 am: A content strategy question. Early days, so Thompson is still keeping his yap shut.

In this, he’s like the anti-Bartz. Is this good? It’s certainly different.

He says again that, “I can’t wait to meet” everyone at Yahoo. Vice versa, because this dude came from left field.

Thompson promises that he will be a “sponge.”

He closes by noting that he is “genuinely excited,” and says he believes in Yahoo.

Indeed, when it comes to Yahoo, you definitely gotta have faith.

I am here at Yahoo HQ in Sunnyvale, Calif., to check out “Product Runway,” which is the Silicon Valley Internet giant’s attempt to show that it can still innovate.

First and foremost is the launch of Livestand, a personalized news reader that is similar to Flipboard and a variety of other rivals, including — soon — Google.

It’s Yahoo’s attempt to present a business-as-usual feel — amidst a long and agonizing and very public strategic overview that might also include the sale of the company (or not!), in the wake of the recent firing of its last CEO, Carol Bartz.

It has caused a lot of trauma inside Yahoo, which can’t help with innovation.

But we press on!

In other words, despite the three-ring circus going on outside, Yahoo wants you to know it is still hard at work.

We begin:

10:35 am: As the strains of U2 die out, Yahoo Chief Product Officer Blake Irving takes the stage, which is actually set up in the company’s cafeteria. I can smell lunch being made nearby and I am hungry.

Apt — Yahoo certainly needs to show off a lot of cool stuff or its fate will be cooked.

No pressure, Blake!

“Personally, I am more bullish on Yahoo today,” he said. “What is Yahoo? Simple. It’s the premier digital media company. Period. Stop.”

Oh, if it were only that easy.

10:46 am: Irving pulls out his favorite slide, which looks like a chemistry test. It lists the various elements of the product strategy, with things like personalization, mobile, premium.

Now to Livestand, which is available on the Apple iTunes app store right now.

Don’t all rush at once!

Irving notes that Livestand is more than just an app — it is a platform.

In other words, Yahoo wants to help publishers publish online. Kind of a Facebook of content.

If Yahoo can pull it off, that is. (And, of course, unless Facebook decides to do the same.)

10:50 am: Livestand is an HTML5 “personalized living magazine.”

“This is the way Web pages are going to look,” declares Irving. Which is to say, heavy on photos, swoopy navigation, a television screen-like interface.

Irving uses the example of Surfer magazine, which is a good idea since waves always look pretty. Especially in a video-in-frame with Kelly Slater in Hawaii.

But, in essence, for anyone who has used Flipboard for years now, none of this is entirely different.

10:54 am: The look of what would be the Yahoo News page is actually much more interesting, since it is clearly a whole lot better than the Web page.

Irving also shows off a “living ad” — in this case, an unusually snuggly couple on a couch. It is cool, but creepy.

When launched, the ad has tap points. Irving — naughtily declaring about what is an ad, “I’ll tap that” — taps the lady’s butt, which would also have been my move. We learn about the jeans, of course.

10:58 am: Irving then shows off the ability to add feeds.

Next, something called “Cocktails.” First up, a developer tool called Yahoo Mojito and Yahoo Manhattan, which is a hosting service. The company will open-source both the technologies in 2012.

Irving brings up Mike Kerns, VP of Personalization & Social, who came to Yahoo when it bought the innovative sports fan site called Citizen Sports.

“We like to ship sh#t,” he notes. I like Mike Kerns immediately.

Kerns intros C.O.R.E. No, it is not a secret government organization that takes out fussy bloggers, who might be more critical than Yahoo execs would like.

In fact, it stands for “content optimization relevance engine.” Of course it does.

Simply put, C.O.R.E. is trying to link the right content or whatever to the right consumers and who likes what. Ladies like this, dudes like this. Apparently, “men of multiple ages” enjoy stories about golden chicken.

11:11 am: Kerns is moving on to social, especially its integration with Facebook. While much touted, sources tell me it has gone slower than expected in terms of use, but that it is improving.

Kerns talks about the idea of matching content to conversations to interests and, well, you know — the now exhausting world of modern media consumption.

The world in which you can no longer simply read an article and enjoy it — you must comment, share, discuss, parse, tweet.

Does anyone remember when you read something cool and just kept it to yourself?

Forget it, pal! It is a full-information society now and you better get on board and start poking your friends about every little thing.

(Personally, I plan on becoming a hermit in 3 … 2 … 1.)

11:18 am: Now Tim Parsey, who is Yahoo’s design head. He is hands down the most delightful exec the company has had in a while, mostly because he loves to smirk adorkably.

He shows off Yahoo’s first original design, which was a dull list. And then another really bad logo. But Parsey loves it! It’s kitschy!

Smirk attack!

Parsey moves into what has to happen now, which is to deliver a much more emotional experience and a much better designed one. He uses words like “humanism.”

Say what? He is right — Yahoo has for too long completely ignored design as an important part of the experience.

That’s why Flipboard was so quickly touted — it was pretty and fun. And it is why everyone is simply forced to love Apple products.

11:22 am: Parsey even has a code for it, called REM — for rational, emotional and meaningful.

He shows off a weather app. People take photos and they can be used in the app. Then Yahoo Mail for the iPad, whic is also handsome with photos and video. Livestand, also pretty.

“Great way to differentiate,” says Parsey. He calls it “one Yahoo!” Indeed.

11:35 am: I’ll admit it. After Parsey-fest, I zoned out for a sec when IntoNow dude, Adam Cahan, comes up.

Donut emergency!

Back to IntoNow, it’s the television indexing service that Yahoo bought in April.

Essentially, more ways to watch the media — in this case, video — and do 53 other things at the very same time. Memo to humanity: We will all be paying continuous partial attention for the rest of eternity.

Like I said: Hermitage!

11:41 am: Product dude Irving is back, making a point that, despite all the public mishegas, Yahoo has been busy at innovating.

A redo of email, better search, social “Facebar” with Facebook, Flickr for Google Android.

Irving is correct — Yahoo’s engineers have been hard at work and deserve kudos for doing so, even with attrition issues, stock declines and questions about the company’s very future being debated daily.

The problem is that too many of these improvements are mostly incremental and essentially table stakes for tech companies, most of whom have introed many more significant innovations in the same time frame as Yahoo has.

Google did Android, Google+ (as well as some notable failures). Microsoft did Kinect, Windows Phone, Windows 8. Amazon did Kindle Fire. Facebook did a range of major updates, as it has grown like a weed.

And there’s Apple. You might have heard of the iPhone and the iPad.

You get my point. Yahoo’s Product Runway today is well done, but what it really needs to be is just the beginning of a take-off.

11:48 am: Now Q&A time.

The first question is what took so long to get Livestand out, the second is why should people use Livestand since Flipboard and others have already been around for a dog’s age.

I ask about design — mostly because I want Parsey to use the word “delicious” a lot — and also about all the turmoil around the company and its impact on product creation. (I decide not to mention that Yahoo blew its acquisition of the bookmarking site, Delicious, and then sold it.)

Parsey delivers on the delicious scale, noting that Yahoo must have one design experience and yet has a lot of different interfaces. In other words, it cannot be Apple, but it can feel a lot more cohesive.

Irving talks a little bit around the obvious elephant in the room — the future of Yahoo — noting that the product staff was trying to focus and forget the storm going on outside.

“We have dreams about what this company can be,” says Irving.

You and me both, brother.

12:04 pm: More questions that are too detailed for my tastes, since they have delivered lunch and I can see it and I am ravenous.

As Parsey might say: It looks deliiiiiccccious.

Now, let’s hope Yahoo can do even more tasty stuff.

“Better check yo self before you wreck yo self”
– Ice Cube

Everyone in the technology industry seems to agree that people are paramount, yet nobody seems to be on the same page about what the people organization — Human Resources — should look like.

The problem is that when it comes to HR, most CEOs don’t really know what they want. In theory, they want a well-managed company with a great culture. They know instinctively that an HR organization probably can’t deliver that. As a result, CEOs usually punt on the issue and implement something that’s suboptimal, if not worthless.

Interestingly, one of the first things that you learn when you run an engineering organization is that a good Quality Assurance department cannot build a high-quality product, but it can tell you when the development team builds a low-quality product. Similarly, a high-quality Human Resources organization cannot make you a well-managed company with a great culture, but it can tell you when you and your managers are not getting the job done.

The employee life cycle
The best way to approach management quality assurance is through the lens of the employee life cycle. From hire to retire, how good is your company? Is your management team world-class in all phases? How do you know?

A great HR organization will support, measure and help improve your management team. Some of the questions that they will help you answer:

Recruiting and hiring

• Do you understand the skills and talents required to succeed in every open position?
• Are your interviewers well-prepared?
• Do your managers and employees do an effective job of selling your company to prospective employees?
• Do interviewers arrive on time?
• Do managers and recruiters follow up with candidates in a timely fashion?
• Do you compete effectively for talent against the best companies?

Compensation

• Do your benefits make sense for your company demographics?
• How do your salary and stock option packages compare to the companies that you compete with for talent?
• How well do your performance rankings correspond to your compensation practices?

Training and integration

• When you hire an employee, how long does it take them to become productive from the perspective of the employee, her peers and her manager?
• Shortly after joining, how well does an employee understand what’s expected of her?

Performance management

• Do your managers give consistent, clear feedback to their employees?
• What is the quality of your company’s written performance reviews?
• Did all of your employees receive their reviews on time?
• Do you effectively manage out poor performers?

Motivation

• Are your employees excited to come to work?
• Do your employees believe in the mission of the company?
• Do they enjoy coming to work every day?
• Do you have any employees who are actively disengaged?
• Do your employees clearly understand what’s expected of them?
• Do employees stay a long time or do they quit faster than normal?
• Why do employees quit?

Requirements to be great at running HR
What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:

• World-class process design skills: Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.
• A true diplomat: Nobody likes a tattletale, and there’s no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and could not care less about getting credit for identifying problems. They will work directly with the managers to get quality up, and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays or plays politics, he will be useless.
• Industry knowledge: Compensation, benefits, best recruiting practices, etc., are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.
• Intellectual heft to be the CEO’s trusted advisor: None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high standard of quality. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.
• Understanding of things unspoken: When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Acknowledgement
I would like to give a very special thanks to my head of Human Resources, Shannon Callahan, who taught me everything that I know about this subject.

The company, which was previously called Answerly and which has made various online Q&A products over the last two years, has now moved its focus to figuring out who expert tweeters are and helping other Twitter users find them.

InboxQ co-founder CEO Joe Fahrner called the new InboxQ Profile tool the inverse of his company’s previous product, which helped companies find tweeted questions about their products.

It does seem logical that people with questions are easier to come by than people who want to install a browser extension to go answer other people’s tweeted questions.

Some 100,000 questions are asked per day on Twitter, with the majority of them going unanswered, according to InboxQ. (Maybe some of them are rhetorical?) With the new tool, users can find others who are qualified to answer their questions and compose @mentions to ask them directly on Twitter.

The top categories of questions asked on Twitter are product advice, tech support and local recommendations, according to Fahrner. His team of five has worked to identify one million subject experts — see for instance the InboxQ listings for Amazon AWS and Bikram yoga.

A start-up called PeerPong recently tried to do something very similar, but ended up shutting down and being talent-acquired by Formspring. Fahrner contended that PeerPong was too much of a black box — it took user questions into its system and then tweeted them via company accounts to identified experts. By contrast, InboxQ connects the questioner and answerer, and then let’s things happen from there.

San Francisco-based InboxQ was a Y Combinator start-up, and raised angel funding a year ago from investors including SoftTech VC, Lowercase Capital and Trinity Ventures.

When Greg Niemeyer takes his kids to the park, he doesn’t let them to play in the sandbox. It’s because of the trash. And broken toy fragments. And the fact that local cats have made it their litter box.

He asks himself, “Why is this sand so dirty?”

The answer isn’t something you will find on Quora, or on Google, either.

That’s why Niemeyer — and the University of California at Berkeley Social App Lab he leads — is building CitySandbox — a place for people to Q&A on issues affecting their municipal community.

Niemeyer, who co-directs the Social App Lab and oversaw the development of CitySandbox, believes a major failing of the Internet is how self-focused its content is.

With the exception of commerce-based ranking sites such as Yelp, Niemeyer thinks the Web is still not closely tied to the physical world.

“There are fairly few resources that describe the world as a place where things don’t need to be bought or sold, but where instead things can be acted upon by citizens,” he said in an interview.

CitySandbox attempts to fill the gap by making physical location the central way to navigate questions, setting it apart from other question services. And the embedded Google maps let users see what people are saying about, for example, the park down the street.

But the real differentiator, according to Niemeyer, is CitySandbox’s “Events” feature — soon to be reworked into “Challenges” — which encourages people to get their analog hands dirty.

Getting people to take part in challenges, however, has proven a challenge itself, according to CitySandbox lead developer Alex Nisnevich.

“Right now there are many civic issues that are discussed on the site, and the discussions are usually informative and helpful, but not once has any action ever been taken as a result,” he said.

That’s a shame, since just a little more than a month after launching, there are more than 240 users, 190 questions and 430 answers on the site.

But as physical-world as CitySandbox’s focus is, there is still a serious tech/real-world discontinuity it has to address: Tech products such as CitySandbox are built quickly, and real vacant lots get filled at a much slower pace.

Thus Niemeyer thinks his app lab — protected from the ravages of market forces by its position in academia — is the ideal place to solve the harder problems.

Some might ask why academia is even needed in the space.

“Mostly we are expecting business to address problems. Recycling has become a business, for example,” said Niemeyer. “We always tend to think that solutions are productive in a business sense.”

That’s not always so, and it means that CitySandbox’s success will depend on people’s desire to take action.

The real unanswered question remains: Can we rely on people to take civic action via the Web?

The CitySandbox team is optimistic. After all, you can’t Quora-away the mess from a sandbox.

Today, Demand Media beat Wall Street expectations in its second-quarter earning, growing revenue and lessening losses.

The Santa Monica, Calif., online content maker also announced that it had re-upped and expanded its advertising partnership with Google and also bought two start-ups in social media and advertising.

Now, it’s time for the inevitable conference call to explain it all to Wall Street analysts and the media.

2:02 pm PT: The call starts off with an unusually jaunty CEO Richard Rosenblatt, who quickly got to the real deal: Exactly how badly did Google’s changes to its search algorithm, under a program code-named Panda, hurt Demand’s content business?

Not much, says Rosenblatt, who reels off a list of things the company has done to improve its offerings, which have been dinged by many as, well, spam.

Rosenblatt was not having any of that, talking about removing 300,000 pieces of crappy content and also “quality improvements” with partners such as cheerily demented cooking goddess Rachael Ray. She might cook with spam — here is a delightful Spam Hawaiian recipe — but she ain’t spam!

2:13 pm: Now it is on to the acquisition of IndieClick. Essentially: It’s for the young people.

Then, international. Latin America Demand editorial via eHow en español! (Actually, the acquisition of Emergincast.com, an Argentine start-up. Coming soon to a blog site near you: ¿Cómo se hierve el agua?

Last, social media. Demand will be doing a lot more of it, like everyone else in the world, including more recommendations. I would really like it if some Internet company said it was going anti-social.

2:18 pm: The finance guy comes on, covering everything already in the press releases. Which is why I am cutting out here and getting a gluten-free doughnut at the Whole Foods store where I am writing this post.

It is as delicious as you might imagine a gluten-free doughnut can be. Which is to say: Not very!

2:32 pm: Q&A time from the Wall Street dudes — and, let it be said, they are all dudes.

The first question is about the “cleansing” of its cruddy content and if it is all flushed out.

It might be baked-on sludge, but Rosenblatt assures that Demand has it all figured out.

Then, a query about international and how the company decides what to pick. Algo, of course! And local content writers.

Back to the spam content: Does the need to have better content mean less of it? Kind of, since there is a lot more video. But still a lot of content churning out of Demand!

A question about Facebook and how to program Demand content into it. Good lord, it’s hyper-poking!

“It’s not clear the best way of how you expand into all these properties,” said Rosenblatt, specifically referring to its acquisition today of both IndieClick and RSS Graffiti.

The next question is how successful Demand is in the display and brand business, and how IndieClick, a premium ad company aimed at niche blogs, will be integrated in.

More on social media advertising’s future. Aaaghh, this is as obvious as a store-bought-crust apple pie baked by Rachael Ray.

Rosenblatt notes that its flagship site, eHow, is but one means of distribution, but Demand content is going all over the place and winging by people when they least expect it.

“Social is more effective … to try to find stuff you didn’t know that you needed,” says Rosenblatt, who also would not dis search as a means of discovery.

That’s important, since Google is a major traffic driver and advertising partner, when it is not terrorizing Demand and others with its search algo version of Defence Against the Dark Arts Professor Snape.

And presto, here comes a question about Demand’s Google ad relationship, which Rosenblatt touts nicely.

Of course he does. It’s tastier than spam, after all.

As these companies are wont to do in the middle of the night, Yahoo, SoftBank and the Alibaba Group have reached an agreement in their nasty dispute around the Alipay payments unit, and they are ready to talk about it.

Well, not Alibaba’s CEO Jack Ma (pictured here), Yahoo’s CEO Carol Bartz or SoftBank’s Masa Son, but their functionaries are all set to discuss the deal.

The issue has revolved around the spinning out of Alipay by the Chinese Internet giant Alibaba, without the approval of large stakeholders Yahoo and Japan’s SoftBank, which the pair felt was a big no-no.

Much mishegas followed, but the trio has been hard at work on a settlement, which is here now.

Of course, had the three companies cooperated in the first place as joint owners and board members of Alibaba, this all would have been unnecessary.

5:48 am PT: The call starts without all kinds of regulatory info about what can and cannot be said, before being thrown to Yahoo CFO Tim Morse.

One interesting wrinkle is that SoftBank’s Ron Fisher cannot speak at all, due to some Japanese laws, which are unexplained. But, said Morse, he’s there to show his support.

Go, Ron!

Alibaba’s CFO Joe Tsai is up first to talk about the deal over Alipay, which he stresses does not really make much money now. As he says, it is “marginally profitable.”

Tsai walks through the facts that they have already outlined earlier today, including a variety of payments from Alipay to Alibaba, since — let’s be clear — it used to be part of Alibaba.

But Alibaba said it had to spin it out in order to get critical regulatory approvals from the Chinese government, which caused this mess.

Morse now comes on, noting the whole squabble really had “no direct impact” from a financial point of view on Yahoo or SoftBank at this time related to its Alibaba assets.

Well, shareholders of Yahoo might beg to differ, considering the huge hit the stock has taken due to the fight. Wall Street has long considered Yahoo’s Asian assets its most valuable part.

But Morse is pleased the complex agreement has finally been reached — I am guessing it was not easy to negotiate among three different countries with so much pressure.

5:59 am: Time for Q&A!

The first question is about more deets and also about the possibility of a liquidity event for Alibaba or its various units.

Tsai underscores that there might not be one or there might be one. In other words, the Chinese assets of Yahoo may or may not ever pay off.

The next question is about why Yahoo and SoftBank should have a cap on an asset they used to own 100 percent of. Good point!

Neither Morse or Tsai really answers the question, except for Tsai talking about how certain rules over foreign ownership of payment companies in China means it had to be like this.

“If you own 100 percent of the business that cannot operate, you own 100 percent of zero,” said Tsai.

Translation: That’s China, folks, so suck it up!

The next question is a promissory note, which Tsai says has value, even though it actually does not have value right now. China!

The analysts still are stuck on this fact that, under terms of the agreement, Yahoo will only get 37.5 percent of an IPO or other liquidity event, when it used to be owner of 100 percent of Alipay.

Good point: Will this happen to other Alibaba units, such as its Taobao commerce unit?

China is a good place to be, assures Tsai, which is cold comfort right now.

A lot of swirl around preferential terms in the deal for Alipay with Alibaba’s units, which seem to be the same as before. In other words, nothing has changed, except a lot of stock loss for Yahoo and less technical ownership of Alipay.

The Wall Street analysts on the line continue to be riveted to the idea of a liquidity event for Alipay and other Alibaba units, especially Taobao, and keep asking different versions of this question.

The last question is about more deets of the deal and new business ideas for Alibaba.

Tsai talks about a cloud-based system rolling out, for example.

The questioner moves to, you guessed it, a liquidity event.

“I don’t think we want to get into it at this point,” says Tsai.

Well, we do, but apparently Yahoo shareholders are not going to.

That said, the deal is finally settled, which has already given Yahoo shares a small bump today. And that’s not nothing.

Yahoo turned in another weak performance in the second quarter, with yet another decline in revenue.

This time it was five percent, compared to last quarter’s six percent. In other words, at least things are looking up as they go down!

While earnings per share rose smartly, Wall Street is still looking for strong sales growth from the Silicon Valley Internet giant, which seems unable to provide it.

Blamed most this time for the revenue fall: Yahoo’s changes in its display sales operations in the key Americas region, reasons for which were largely unspecified in the initial company press release. (You can see the damage in this slide deck from the company here.)

Maybe Yahoo CEO Carol Bartz will explain it all in its upcoming conference call with analysts (or she could try the I-don’t-know approach taken by News Corp. CEO Rupert Murdoch in PhoneGate hearings in Britain earlier today!).

2 pm PT: It starts with the usual regulatory blah-blah, which I always enjoy.

Bartz gets right into it, opening with the key problems with China’s Alibaba Group, as well as its display and search revenue weaknesses.

The fight with Alibaba is over its Alipay payments unit, which was spun out of the Chinese company without Yahoo’s say-so. Yahoo is a big shareholder.

Bartz says that the company was working on a settlement night and day.

But she quickly gets onto how display did not perform as expected in its key Americas arena. “Obviously, I am not happy,” she said.

Obvi! Neither are shareholders, Carol.

She says it was not about new competitive development. It was not about the economy. It was not about engagement.

So what was it? Changes in its sales leadership and organization, says Bartz, which has included talent walking out the door in droves.

A lot more than Yahoo expected, but no surprise to anyone who has been paying any attention to the brain drain at the company.

Bartz promises a new approach to sales, part of its endless turnaround, which is beginning to feel like a digital version of “Waiting for Godot.”

Search revenue, though, says Bartz, was better than expected.

2:11 pm: CFO Tim Morse is on now, running through the numbers and the display shortfall in the Americas region.

“We simply did not have appropriate coverage,” says Morse, noting consumer products, tech and autos as weak spots in the advertising market.

Thank goodness, then, for the guarantees from search revenue in the Microsoft partnership deal.

More numbers and then it is back to Bartz to talk about search, which is going better than the last quarter, when it was the culprit for the revenue decline.

She says that Microsoft and Yahoo were working together to improve the issues.

“We’d like to be further down the road,” says Bartz about the goal of search revenue per search growth, as well as settling all the other problems, such as the Asian issues.

And, by further, I am presuming she means actual forward movement, which is what roads are actually for.

2:27 pm: Q&A time, the part of our program where Wall Street analysts do not ask the questions that need asking (and where I win fancy journalism awards for pointing this delta out!).

Therefore, Bartz is first thanked for providing “color” about the display disaster and is not asked about more specifics of the disaster itself.

The second question still does not get to it either, but she does note Yahoo’s sales force has to sell beyond “Gee, we’re big” and come up with better ad solutions.

“The issue is we did not have enough sales people in front of the big clients,” says Bartz.

That’s because all those former Yahoos are now working at Groupon, LivingSocial, Facebook and on down the line and now in front of big clients for those hotter companies.

2:34 pm: Question about its Asian assets. Yahoo’s talks with Yahoo! Japan and Alibaba are separate, says Bartz, although I would add that they have non-movement in common.

And also a question about Yahoo’s interest in the acquisition of the Hulu premium online video service.

Bartz winks verbally and says nothing, which translates into: Of course, it is interested.

More on the reasons for the display fall-off, which Bartz makes clear is not due to big competitive threats, but internal issues.

Maybe she’s saving big competitive threats as the reason for a revenue decline in the third quarter!

I look forward to the quarter I get the finger pointed at me for causing revenue to fall, due to my snarky posts.

Now, we are into softball questions about improvements in engagement. It’s up, but no one asks why Yahoo is still not doing anything very cutting edge in product innovation compared to competitors.

I believe Google has launched at least 14 new social networks since this Sunday, along with its strong quarterly performance last week. And Apple, well, blew away its quarter today as it is about to release more cool new stuff later this week.

And that might be the crux of the issue for Yahoo, which might not solve its woes by throwing a more focused sales army at the issue.

That’s because Yahoo’s products are simply not nearly has social as Facebook or even Google right now, which might be the true problem as old customers move on to new advertising solutions.

Whatever the reason, Yahoo clearly needs a refresh of its ad products and how it sells them, especially in its fast-growing mobile, video and communications products.

Bartz talks about getting better expertise, a tighter regional focus and other issues of going to market, which is perhaps something she might have realized many, many quarters ago.

After all, she’s been in charge for a while, and these issues are not new.

In fact, in an earlier quarter, Bartz was stressing “tentpole” events and anchor media properties and the power of the size of Yahoo as a selling point.

This was in April, in fact, in the first quarter of this year.

As I wrote then:

“CEO Carol Bartz excited was the Silicon Valley Internet giant’s traffic gusher for big tentpole events such as the Super Bowl and the Oscars. In fact, Bartz practically sounded like a gushy “Entertainment Tonight” flunky when talking to Wall Street analysts about Yahoo’s Oscar news, games and other offerings. She proudly noted the site’s efforts generated more than a billion pages views.”

Now big is out! Moving on!

The last question is another about Yahoo’s talks with its Asian partners.

“It’s complex,” says Bartz.

You can say that again.

You won’t find out on Curiosity.com, which Discovery Communications is unveiling today.

But you will find lots of other answers, some of which come from famous people, like musician Wynton Marsalis and Google “evangelist” Vint Cerf.

Q&A sites are a Web staple — see Answers.com, Yahoo Answers, and Quora, for starters — but Curiosity is an interesting take: Rather than providing crowdsourced answers to user-generated queries, the site relies on experts to respond to a selected set of questions.

Some of the experts are famous people the site has recruited, and who contribute their answers via text and video. The rest of the stuff is sourced from other Discovery networks and sites. The answer to “Can frogs fall from the sky?” for instance, comes from Discovery Channel. (Answer: Yes, more often than you’d think.)

The fact that this isn’t crowdsourced means that Curiosity will never have the search-friendly volume that sites like Answers generate, though Jeff Arnold, who built the site for Discovery, figures it will still get plenty of inbound links from Google.

The bigger idea, Arnold says, is to attract “learners” — people who will want to noodle around on the site and come back to it over time — instead of one-and-done searchers.

If Arnold’s name is familiar, there’s a reason: He’s the former CEO of WebMD and also the man behind HowStuffWorks, which he sold to Discovery in 2007. Most recently, he launched Sharecare, a Q&A site for health care, and is using the same engine to power Curiosity.