The skewering is epic, especially since it is so spot-on.

Enjoy:

In a move that AllThingsD had previously reported was coming, Yahoo said it had laid off 2,000 employees, or 14 percent of the workforce.

“Today’s actions are an important next step toward a bold, new Yahoo! — smaller, nimbler, more profitable and better equipped to innovate as fast as our customers and our industry require,” said Yahoo CEO Scott Thompson in a statement. “Unfortunately, reaching that goal requires the tough decision to eliminate positions.”

While Yahoo has had periodic layoffs over the years, this one is its most significant in its history, and will also result in another large-scale restructuring of the management organization. More cuts are also likely to follow in the months ahead, due to the reshaping of Yahoo.

The latest employee action is being pushed by Thompson, who joined the Silicon Valley Internet giant in January from eBay’s PayPal unit.

“Change is never easy,” he wrote in an internal email to Yahoo employees (it is below in its entirety), in a well-worn cliché I am dead certain few appreciated hearing today from the top leader.

At an internal meeting with top staff last night, Thompson — who has gotten what seems to be a well-deserved reputation for chewing folks out at Yahoo — was more direct with the execs gathered, berating them extensively for not delivering and getting the company to this sorry point.

Ouch, Scott! It’s Easter, so it might be time for some forgiveness. (And no more ranting about my reporting to those inside Yahoo, since I have been 100 percent accurate so far. FYI, will aim for 110 percent next week!)

Yahoo said it will save about $375 million with the cuts, incurring a $125 to $145 million pretax cash charge for employee severance in its second quarter. Before the cuts, Yahoo had 14,000 staffers and has many thousands more hired as contractors.

The layoffs touch all units of the company, but the hardest hit is the product division, which is headed by Blake Irving, as well as its marketing, research and international units. Yahoo gave no details on the layoffs other than the number.

But the fate of two key parts of the soon-to-be-blown-apart unit — Yahoo’s advertising technology businesses, Right Media and APT, and its search business — is still being contemplated, as I have previously reported. Possible scenarios include a sale or a joint venture transaction for both, which employ thousands of Yahoo staffers.

The layoffs tomorrow are not the end of the road in cutting costs. Along with the likely shedding of its ad tech and search businesses, Yahoo leadership is also looking at future cuts as it evaluates current businesses, which could lop even more employees off its roster.

That said, Yahoo will be doubling down in some older and new arenas, so there would also be simultaneous hiring in the months ahead.

As wrenching as they will be today at Yahoo, the layoffs come as no surprise. Thompson had told employees in memos and also in recent meetings that “real change” was coming to the company.

Along with the trauma of the layoffs, Yahoo is also facing two other tense face-offs externally. In one, activist shareholder Third Point is waging a proxy fight for board seats and stepped up the public pressure this week; and Facebook struck back hard at Yahoo’s patent lawsuit with a counterclaim of its own.

After the layoffs tomorrow, sources say Yahoo will be announcing a new organization by next week. Thompson, along with outside consultants he has hired from the Boston Consulting Group, are making what appear to be profound changes.

Sources said that Yahoo will most likely be comprised of a global media division, one that encompasses Yahoo’s consumer products businesses and one focused on global and regional sales. There could also be a small organization of about 50 employees aimed at future innovation.

Americas head Ross Levinsohn is pegged to run the media arm, which will also include its leads/commerce businesses, such as autos; Shashi Seth — who now heads search and marketplaces — is likely to run consumer products, which will include Yahoo’s communications and search businesses.

Yahoo has already been conducting a search for a new worldwide sales head, who will also be boss of the U.S., Asia and Europe, Middle East and Africa sales regions. Rich Riley, who was recently running EMEA, is reportedly the pick for U.S. sales; Rose Tsou, who is running Asia, would presumably stay put; Yahoo is looking for an EMEA sales lead.

Some current operational execs — such as service engineering and ops head David Dibble, CFO Tim Morse, and top lawyer Mike Callahan — are likely to continue to operate as before.

One big question mark is how Chief Product Officer Irving fits in the possible new org, in which the new units get control of their product development. Irving has reportedly had several incoming job offers, although it is not clear if he has responded to that interest.

But today, the focus is on the layoffs and letting go all those employees, many of whom have worked at Yahoo for years. Even if it will result in a stronger Yahoo, as Thompson promises, it is still a very sad day in Sunnyvale.

Here is a video on the topic that I did with the WSJ.com “Digits” show today, after the cuts were announced early this morning:

Here’s the entire terse statement from Yahoo:

Yahoo! Statement

SUNNYVALE, Calif. — (BUSINESS WIRE) — Yahoo! today confirmed that it is taking important next steps to reshape the company for the future.

“Today’s actions are an important next step toward a bold, new Yahoo! — smaller, nimbler, more profitable and better equipped to innovate as fast as our customers and our industry require. We are intensifying our efforts on our core businesses and redeploying resources to our most urgent priorities. Our goal is to get back to our core purpose — putting our users and advertisers first — and we are moving aggressively to achieve that goal,” said Scott Thompson, CEO of Yahoo!. “Unfortunately, reaching that goal requires the tough decision to eliminate positions. We deeply value our people and all they’ve contributed to Yahoo!.”

Yahoo! has a solid foundation — nearly 700 million users and thousands of advertisers that engage with Yahoo! properties regularly and trust the company with their data and their business. Through its restructuring efforts, Yahoo! intends to grow by responding more quickly to customer needs and competing more effectively in areas where it can win. Yahoo! has identified key parts of the business — a select group of core businesses, the platforms that support those core businesses, and the data that drives deep personalization for users and ROI for advertisers — where the company will intensify efforts and redeploy resources globally, all focused on increasing shareholder value. With a clear focus on profitability and growth, the company will be disciplined in its investments and radically simplify how it builds, launches and maintains many of its properties and products.

Today, the company will begin the process of informing employees about these changes. As part of that effort, approximately 2,000 people will be notified of job elimination or phased transition.

Yahoo! expects to realize approximately $375 million of annualized savings upon completion of all employee transitions. The company currently expects to recognize the majority of an estimated $125 to $145 million pretax cash charge relating to employee severance in its second quarter financial results. The company may incur additional charges in connection with this action. More information will be provided about Yahoo!’s future direction in conjunction with the release of its first quarter financial results on April 17, 2012.

And here is Thompson’s memo to employees, stating the obvious and with nothing new from previous statements and internal memos:

Yahoos –-

Today we are restructuring Yahoo! to give ourselves the opportunity to compete and win in our core business. The changes we’re announcing today will put our customers first, allow us to move fast, and to get stuff done. The outcome of these changes will be a smaller, nimbler, more profitable Yahoo! better equipped to innovate as fast as our customers and our industry require.

Over the last 60 days, we’ve fundamentally re-thought every part of our business and we will continue to actively consider all options that allow Yahoo! to put maximum effort where we can succeed. As part of this process, I believe we have to focus to win in a select group of core businesses globally:

Core Media and Communications: Our content, media, and communications experiences must be best in class. That includes getting today’s core properties right and innovating on a next generation of great product experiences across all screens.∙

Platforms: We must make our core platforms and systems a genuine strength for Yahoo! — platforms that we can really leverage to support our massive scale, drive the deepest personalization, and boost speed to market.∙

Data: Our massive data sets must become a genuine competitive advantage for Yahoo!. We have to unlock the value in our data to allow us to really understand our 700 million users, encourage and win their engagement and trust, leverage everything they do with us to more fully personalize their experiences, and to give our advertisers the immediate insights they are rightfully demanding.

We are intensifying our efforts on our core businesses and redeploying resources to our most urgent priorities. Our goal is to get back to our core purpose — putting our users and advertisers first -– and we are moving aggressively to achieve that goal.

Unfortunately, reaching that goal requires the tough decision to eliminate jobs, which means losing colleagues and parting with friends. Today, we will begin the process of informing employees about these changes. As part of that effort, approximately 2,000 people will be notified of job elimination or a phased transition. We value our people and for those who will be leaving, we thank you for all you have contributed to Yahoo!. We will treat all of our people with dignity and respect, providing resources to help manage through their transition.

Change is never easy. But the time has come to move Yahoo! forward aggressively with increased focus and accountability. Our values have always been about treating all Yahoos with dignity and respect, and today is a day to embrace those values. This is an amazing company with exceptionally talented people and I know we will all do our best to encourage each other through this difficult period of transition.

Scott

Yahoo leadership, betting it can stave off a challenge from activist shareholder Daniel Loeb of Third Point, has been stepping up efforts to name three additional new board members to replace directors that are leaving.

Yahoo has already named two of the five open slots — former Rovi CEO Fred Amoroso and LiveOps Chairman (and former CEO) Maynard Webb, who was once COO of eBay.

But now, the company is pushing harder to get the last three on board in light of Third Point’s ever-increasing proxy pressure.

Several sources said that Yahoo’s new CEO Scott Thompson has told people inside and outside the Silicon Valley Internet giant that the threat from Third Point, which owns almost six percent of the company, is not as worrisome as some think it could be.

Thus, Yahoo’s headhunting firm Heidrick & Struggles has been contacting a number of high-profile media players about joining the board, including former News Corp. execs Peter Chernin and Tony Vinciquerra, as well as former MTV head Judy McGrath.

Both Chernin and Vinciquerra, sources said, have turned down the prospect of joining the Yahoo board in the midst of a possible proxy battle, along with other massive changes taking place.

Yahoo has not yet been successful at landing the remaining directors.

Meanwhile, Loeb, via saucy letters and filings, has been aggressively making a case that Yahoo should add his alternate slate of directors, including former NBC head Jeff Zucker, to the board. He recently submitted preliminary proxy filing with the Securities and Exchange Commission.

That’s because his cursory discussions with Thompson have apparently led nowhere, causing him to also publicly call for Yahoo to pay more attention to Third Point’s board selections.

If Yahoo names more directors to replace outgoing ones, it will be a slap in the face to Loeb, followed by inevitable ground battle war for investor votes.

Yes, that too.

Here’s a video from the WSJ.com’s “Digits” online tech show I did on the topic:

Ouch.

Last week, Yahoo’s activist shareholder Dan Loeb of Third Point, the New York hedge fund that is waging a proxy fight against the Silicon Valley Internet giant, made a regulatory filing noting that it had spent $971.1 million to acquire 70.5 million shares of Yahoo, a 5.8 percent stake. Loeb asked for Yahoo to consider his alternate board slate, and also wanted its shareholder list to communicate with other investors.

But that’s not all: In another action last week, Third Point asked a Delaware court to give it a look at sealed documents from a now-settled 2008 shareholder lawsuit related to Microsoft’s failed bid for Yahoo.

Said Third Point in its legal request, which Yahoo is seeking to block (of course!): “It is not surprising, then, that Yahoo and its soon-to-be former directors wish to keep details of their embarrassing — and fiduciarily suspect — conduct hidden from view.”

Here’s a video I did talking about the mishegas on WSJ.com’s “Digits” online show:

Here’s Andy Samberg from last week’s “Saturday Night Live,” trying his very worst to channel Sarah Palin in the absence of Tina Fey. It’s related to HBO’s recent original movie, “Game Change,” about the 2008 presidential campaign. Palin, who was the GOP VP candidate, dismissed the highly rated cable show as “Hollywood lies.”

Whatev, but this is funny:

The kings are at it again in the second season of HBO’s “Game of Thrones” — the hit cable show based on the famous series of books by George R.R. Martin.

Also, one queen, who has herself some dragons.

Someone’s definitely going to lose an eye. Also a limb, a head, a heart and, well, you get the idea of this fantastically gory television series.

Enjoy:

Last night, I did the unthinkable, and actually drove myself through rush hour traffic in Silicon Valley to go to an event in San Jose.

I did this for three good reasons.

First, it was to see Bill Maher’s “CrazyStupidPolitics: Live From Silicon Valley” show, which was being being broadcast live and exclusively on Yahoo Screen, the Internet giant’s video destination. The event launched the Yahoo Comedy Channel, which will offer premium original video from some top talent for free, underwritten by advertisers.

Second, Maher is really, really funny, and even better in stand-up than on his HBO cable show.

Third, some Yahoos always think I am too mean to the company and don’t focus on what it’s doing right.

To be fair, that’s because it has not been doing much right when it comes to stabilizing leadership, handling its longtime moribund board, and giving non-cat-wrangling direction to its talented pool of much-beleaguered employees.

Thus — with some sort of usually self-inflicted fire drill going on all the time — there is a lot for me to report on, from persistent attrition to declining metrics to the latest bickering with its Asian partners.

Which is why it was a pleasure to see the Maher event and then also watch it online, because it was done by Yahoo with the kind of beautiful ease that it used to roll out all the time from its media properties.

When I say pleasure, it is a major compliment, since making and presenting content on the Web has usually ended in pain. Google-owned YouTube, as successful as it is, still hurts my eyes when I watch it, and has not yet become the kind of environment that big brands would want to live in for a long time.

But, from its very first day, without a lot of fuss and noise, Yahoo has created and distributed some of the very best online content experiences from its undersung media units, whether it was Yahoo Finance or Yahoo Sports or Yahoo News.

While there were some notable misses — there was a strange original news show produced in Web 1.0 that was so bad it was good — Yahoo has always had a strong talent for media distribution, and has the huge audience to aim it at.

What has been a shame is the lessening focus the media side has gotten, despite its success over the many years, and even though many of its channels have long been No. 1 across the Web.

The often short shrift has been largely due to the faux struggle between whether Yahoo was a media company or a technology one. It has been an exhausting and toxic debate within Yahoo over the years, with no clear conclusion.

But here’s the truth: The Maher event showed that what Yahoo can do well is be a high-level, high-quality, highly selective distributor of media of all kinds to millions upon millions of users.

This has been and can still be — if properly organized, staffed and sold — a very good business for Yahoo, which has always treated it like some sideshow, rather than the main one.

I get that, of course — why be in a media business, when the pickings are so good in search, commerce, social … whatever?

Why? Well, because a terrific guide of all sorts of media experiences online is what Yahoo was from its very start, and what it has since tried not to be as definitively.

Having covered Yahoo from its very beginnings, it has been a lot like watching someone you think looks good in one outfit change into one ill-fitting and inappropriate get-up after the next in search of the right image.

But if the company only cared to take a look at how well and seemingly effortlessly it pulled off the Maher event, it would know immediately what it has always done well is what it should always be doing.

The Maher live offering was not fancy and it was not flashy and it did not have all kinds of the latest trends hanging all over it.

It was just good, well done and well worth a watch, whether in person or at home. And it was very, very funny.

It would be nice, then, if Yahoo learned to laugh like this much more often.

Here are some of the clips from Maher’s patter to enjoy:

Let’s put this in the simplest terms: Yahoo cannot spend the next half year in any kind of testy proxy battle with activist shareholder Daniel Loeb.

Not shouldn’t. Can’t.

Having closely covered the last goat rodeo in 2008 with corporate troublemaker Carl Icahn — which ended in big shareholders dinging the board badly and the controversial activist joining it — I can say definitively that the experience damaged the Silicon Valley Internet company in ways that are still resonating.

Angry shareholders (whose anti-Yahoo votes were initially miscounted in a stunning bumble), distracted management, media story after story about the fight, it eventually led to the departure of then CEO Jerry Yang by the holidays of that year, a rejiggered board and a new CEO, Carol Bartz, and fervent promises of change and turnaround.

Fast forward to today: Bartz was ousted in the fall of last year, a newish board is coming in, there’s another new CEO and, of course, more fervent promises of change and turnaround.

This is like the movie “Groundhog Day,” except not nearly as funny.

Speaking of funny, a Heard on the Street in The Wall Street Journal yesterday actually went fabulously snarktastic with its headline on Yahoo’s current tussle with Loeb of Third Point: “Is Yahoo Ready for a Loebotomy?”

Heh.

Opening with the line, “How many activists does it take to screw in Yahoo’s light bulb?,” the piece went on to ponder back and forth the impact of Loeb on the already dicey situation at Yahoo.

It concluded: “Yahoo investors shouldn’t expect a quick fix whoever the directors are. But, given how long Yahoo has been struggling to gain traction on its own, having a champion of shareholder value on the board can’t hurt.”

Nope, it can’t, as long as said investor wants to help find the successful fix previous Yahoo leaders have been heretofore unable to.

Another commentary in the Journal, “Dealpolitik: The Yahoo Paradox” took an opposite tack.

“Even giving Mr. Loeb a single seat could further weaken Yahoo. As a gadfly Mr. Loeb could challenge each board decision,” it read.

Actually, given this board changes direction more often than Republican presidential candidate Mitt Romney — witness the now non-talks with its Asian partners this past week and, before that, with private equity investors — I am not sure Loeb would change the status quo all that much if he threw one tantrum per meeting.

So, which is it? Will a settlement with Loeb lead to more trouble or will it create the kind of change that Yahoo has long needed and never gotten?

At this point, I have no idea — but I do know that a fight between Loeb and Yahoo is good for no one, except lawyers and perhaps page views on this site and others.

And, frankly, I don’t want them.

That’s because — even as the rest of Silicon Valley reinvents and innovates more aggressively than ever these days — Yahoo and its still deeply committed employees will be caught up in more fraught financial mishegas and machinations and will be unable to do anything to attract new talent and begin to truly fix itself and its products in the profound ways it needs to.

And new CEO Scott Thompson — who seems intent on setting a new course for Yahoo in a non-advertising arena — will be inevitably distracted, no matter the also inevitable protestations that he will not be.

And, it won’t just be Loeb who is hovering — there is no doubt a panoply of other interested outside investors still waiting in the wings to see what tasty bits of Yahoo might come available if the crisis deepens.

It’s certainly not come to roadkill yet by any measure. But it’s not a recipe for hitting the ground running, either.

Here is a video of me talking about the problematic situation on WSJ.com’s “Digits” online show:

Here is a deeply silly video of NBC late-night show host Jimmy Fallon and First Lady Michelle Obama competing in a potato-sack race.

You read that right. Also a push-up battle, a hula-hoop hip-off and a tug-of-war in the White House, all part of Obama’s “Let’s Move” exercise initiatives aimed at improving children’s health.

It’s got a goofy charm, and the kids will love it (mine did):

Yahoo will report its fourth quarter earnings tomorrow, after the markets close, which most expect to be lackluster compared to a year ago.

To call this report a surprise would be, well, wrong.

In fact, it will be the 13th quarter in which the Silicon Valley Internet giant has done worse that the previous year. (This has happened as Internet advertising has boomed for sites like Google and Facebook, as a point of reference.)

Welcome aboard, new CEO Scott Thompson! Now, what are you going to do about it?

Probably cut costs first, including staff, and try to quickly figure out an all-new, this-time-it’ll-take strategery about what to do to turnaround the much beleaguered Yahoo.

But, first, the depressing quarter to deliver again.

The estimates for that weak performance have a range, but the consensus of analysts is expecting revenue to be $1.19 billion on profits of 23 to 24 cents. If Yahoo has managed to rein in costs more than expected, some analysts are hoping for a slightly better report.

Still, all the indications are for more negative signs in user engagement, search share, display advertising stats and more.

Thus, we await the light at the end of the tunnel.

As Citigroup’s Mark Mahaney noted in his cheat-sheet analysis:

“Valuation remains intriguing, but we’re still waiting for convincing Top-Line Turnaround Story Proof. With new CEO Scott Thompson, we believe YHOO will be another wait-and-see turn-around story.”

Of course, much of the action is taking place elsewhere, with the company ferreting away at the deal to sell off a big stake in Yahoo’s Asian assets and also subtracting and adding new board members.

But tomorrow, it’s once more unto the Wall Street breach, dear friends, or close the wall up with our purple dread.

Until the results are in, here’s a recent video I did for WSJ.com’s online Digits show on the possible layoffs at Yahoo:

As has been widely reported, well-known TechCrunch columnist and Silicon Valley journalist Sarah Lacy has a new gig: Running her own new tech news site, which debuts today.

(She’s pictured here with another recent adorable start-up of hers, named Eli.)

Not so widely reported? The site, called PandoDaily.com, will feature three of TechCrunch’s most high-profile former bloggers: Michael Arrington, M.G. Siegler and Paul Carr.

That’s right, Lacy is Arrington’s boss this time around — even though his CrunchFund venture firm will also be an investor, in a funding round of more than $2 million for PandoDaily.

Other investors — whom Lacy described as “people I like and respect” — include a panoply of tech movers and shakers, including personal investments from Marc Andreessen, Peter Thiel, Matt Cohler, Jeff Jordan, Josh Kopelman, Zach Nelson, Andrew Anker, Saul Klein, Tony Hsieh and Chris Dixon, as well as seed investments from Greylock Partners, SV Angel, Lerer Ventures, Accel Partners and Menlo Ventures.

There will certainly be questions about all these funders who are also topics of PandoDaily’s posts, which Lacy acknowledged. She said the large number of funders was calculated so that none had undue influence.

Of course, many in Silicon Valley will be watching her carefully for any conflicts of interest or punches pulled. Lacy insisted that there will not be a problem and joked that she will definitely not become a VC, referring to the controversy around Arrington becoming one while at TechCrunch.

That issue blew up like a Roman candle, of course, leaving everyone with powder burns — I called the incident a “giant, greedy, Silicon Valley pig pile.”

Interestingly, Lacy did manage to stay out of the spotlight (she was, in fact, having her baby during the worst of the controversy, which was likely more painful).

Ignoring the delicious epic revenge part of this on AOL — which bought TechCrunch and then promptly presided over a tech version of the War of the Roses (and is, ironically, an investor via CrunchFund) — PandoDaily will focus on start-ups in Silicon Valley and everywhere else that homegrown spirit of innovations reaches.

Here’s a screenshot of the cleanly designed and handsome site:

In an inaugural post, titled ““Why I Started PandoDaily,” Lacy compared the site to a colony of trees in Utah, saying, “We have one goal here at PandoDaily: To be the site-of-record for that startup root-system and everything that springs up from it, cycle-after-cycle.”

Which is kind of like TechCrunch, which she left earlier this year.

“This is not TechCrunch 2.0,” Lacy said to me in an interview last week. “But, of course, we will be compared to TechCrunch.”

Of course, especially because of the presence of its star lineup on PandoDaily — who will write regularly, along with an initially small staff of other writers — and also its plans for conferences and other gatherings.

(An AOL source, by the way, said there were no contractual noncompete issues for PandoDaily to worry about.)

Here’s a longish interview I did about PandoDaily with Lacy, who has written two books focused on entrepreneurs, worked at Businessweek and was founding co-host of Yahoo Finance’s daily show “TechTicker.”

She talks about the site’s unusual name, her wrangling over leaving TechCrunch, and the prospect of now running her own show.

Welcome back, Sarah (and call me if you need help with those dudes, as we have wrangled before).

Here’s the video:

]]> http://allthingsd.com/20120116/sarah-lacy-debuts-new-tech-site-pandodaily-and-guess-whos-working-for-her-video/feed/ 0 http://allthingsd.com/20120112/goofy-ceo-andrew-mason-on-60-minutes-this-week/ http://allthingsd.com/20120112/goofy-ceo-andrew-mason-on-60-minutes-this-week/#comments Thu, 12 Jan 2012 17:58:32 +0000 Kara Swisher http://allthingsd.com/?p=163273

Of course, this infamous kooky cat-on-his-head photo from a Vanity Fair magazine shoot made it into an upcoming profile of Groupon CEO Andrew Mason. Lesley Stahl of “60 Minutes” has done a piece on the Chicago-based social buying phenom, set to air this Sunday.

And, naturally, Stahl trots out the “goofy” description of Mason.

In addition, said the preview caption for the CBS television news show: “Groupon’s Andrew Mason says he may not be as smart, mature or experienced as other CEOs, but being company founder is his edge.”

Dumber, juvenile and just-arrived — but I created this three-ring circus with my own two hands? Sounds good to me!

Here is a preview of the Stahl-Mason segment, as well as my own wacky interview with Mason from last year’s D: All Things Digital conference:

(Photo credit: Martin Schoeller, exclusively for Vanity Fair)

]]> http://allthingsd.com/20120112/goofy-ceo-andrew-mason-on-60-minutes-this-week/feed/ 0 http://allthingsd.com/20120107/nathan-myhrvold-takes-his-modernist-cuisine-to-top-chef/ http://allthingsd.com/20120107/nathan-myhrvold-takes-his-modernist-cuisine-to-top-chef/#comments Sat, 07 Jan 2012 18:38:09 +0000 Kara Swisher http://allthingsd.com/?p=161248

Being the huge fan of “Top Chef” that I am — hellllloooo, Padma! — it was even more a treat to see former Microsoft legend, controversial patent grabber and full-time fiddler Nathan Myhrvold as a guest judge this past week on the current season of the popular cable television show.

For those who usually associate him with geekery, he is also a big foodie and the author of fancy tome “Modernist Cuisine: The Art and Science of Cooking.”

Right now, the six-volume, 2,400-page book set retails for $499 on Amazon. As described on the site: “The authors and their 20-person team at The Cooking Lab have achieved astounding new flavors and textures by using tools such as water baths, homogenizers, centrifuges, and ingredients such as hydrocolloids, emulsifiers, and enzymes.”

“Top Chef” is now set in Texas, so the topic was barbecue, an apparent fave of the techie too. But I really liked the competitor chefs’ race in the Quickfire Challenge to pull off some feat of molecular gastronomy best.

A side of patent troll pâté anyone?

Here are the videos:

]]> http://allthingsd.com/20120107/nathan-myhrvold-takes-his-modernist-cuisine-to-top-chef/feed/ 0 http://allthingsd.com/20120106/viral-video-oscar-host-billy-crystal-is-a-yeti/ http://allthingsd.com/20120106/viral-video-oscar-host-billy-crystal-is-a-yeti/#comments Fri, 06 Jan 2012 09:19:47 +0000 Kara Swisher http://allthingsd.com/?p=160828

Here’s a very cute video trailer, titled “Off the Grid,” for the upcoming Academy Awards, the annual movie award show that will feature the return of host Billy Crystal.

It features cameos from a few well-known celebrities. Enjoy:

]]> http://allthingsd.com/20120106/viral-video-oscar-host-billy-crystal-is-a-yeti/feed/ 0 http://allthingsd.com/20120105/viral-video-me-blabbing-about-latest-yahoo-ceo-so-what-else-is-new/ http://allthingsd.com/20120105/viral-video-me-blabbing-about-latest-yahoo-ceo-so-what-else-is-new/#comments Thu, 05 Jan 2012 09:49:08 +0000 Kara Swisher http://allthingsd.com/?p=160345

Yesterday, after much scoopage and hubbub over the new Yahoo CEO, Scott Thompson, I donned my shades and headed over to WSJ.com’s “Digits” tech show to chitchat about it.

Yet another new Yahoo CEO to stalk is like back-to-school time for me — a combo of hope, newly sharpened pencils and clean erasers.

It’s a new day, and yet the same, as you can see from the Yahoo CEO chart above, from The Journal.

Here’s the video — I am a few minutes in:

]]> http://allthingsd.com/20120105/viral-video-me-blabbing-about-latest-yahoo-ceo-so-what-else-is-new/feed/ 0 http://allthingsd.com/20111215/bermanbraun-to-launch-three-non-huffpost-sites-for-aol/ http://allthingsd.com/20111215/bermanbraun-to-launch-three-non-huffpost-sites-for-aol/#comments Thu, 15 Dec 2011 16:27:24 +0000 Kara Swisher http://allthingsd.com/?p=154036

In a deal that was struck some time ago and is close to fruition, BermanBraun is prepping three major Web properties for AOL that will focus on pets, men and, interestingly, the weather.

After I inquired, AOL confirmed that the Hollywood production company — headed by former Yahoo and ABC exec Lloyd Braun and former Paramount exec Gail Berman — will debut the trio of sites around March. The new sites will use rich features and a slick design to attract premium advertisers.

The pair will jointly sell the advertising, but the sites themselves will be operated by BermanBraun in cooperation with AOL’s media unit, the Huffington Post Media Group. The deal was struck in late 2010, before AOL bought the Huffington Post for $300 million in January of this year.

While AOL has partnered with many outside sites, this will be the most prominent one since that acquisition.

Since then, much of the new content development on AOL has been aimed at drastically increasing the number of sites with that brand. There have been more than two dozen of those since March.

In this case, the Huffington Post Media Group, run by Arianna Huffington, has typically either created new topic sites or relaunched old AOL ones.

This week, for example, the company rejiggered AOL TV as HuffPost TV, as well as announcing El Huffington Post, an international Spanish-language version of the Huffington Post that will debut in early 2012, in partnership with El País.

The BermanBraun effort, though, is more independent and large-scale. It will feature extensive video and heavy use of imagery. Huffington Post will be involved in editorial selection, and has been working closely with the firm on incorporating social elements.

“It’s been a very dynamic and collaborative partnership — we’ve worked together on everything from design to picking the editors,” said Roy Sekoff, founding editor of the Huffington Post Media Group, about the arrangement. “BermanBraun brings a distinctive approach to their sites, and we’ve helped infuse that with our focus on real-time, social, and building community.”

Sekoff declined to give more details, such as the names of the sites. (They won’t be HuffPost Pets, HuffPost Weather and HuffPost Dudes, though!)

Pets could be a strong category if done in a new way, especially if designed with new tablet devices in mind. And weather, to my mind, is a sleeper category if reimagined freshly.

BermanBraun — which also develops television shows and movies — has a lot of experience in the online content arena. It has previously created Web sites for Microsoft’s MSN unit, including the high-profile celebrity site Wonderwall.

It will be interesting to see how the collaboration turns out. In the meantime, here’s my favorite weather song — Lena Horne rules! — to enjoy until the three sites launch:

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