I don&#x27;t know what solution they should have done. I&#x27;m not paid millions of dollars but more importantly, I don&#x27;t know what the structure and politics are like at at that company.<p>But I&#x27;m amazed by how many people are willing to give Mayer a pass despite so many people from inside the company at the C and VP level leaving for reasons that include a confused strategy and mismanagement, specifically from Mayer, has undermined any attempts at a turnaround.<p>Here&#x27;s an excerpt from a Forbes piece:<p>&gt; But perhaps none of these incidents damaged morale more than Mayer’s reorganization of Yahoo’s product teams. When Mayer launched the effort last fall, everyone agreed the existing structure had outlived its usefulness—for instance, mobile products was partitioned from other groups. But Mayer embarked on the process without laying out a grand vision for it. Instead, she began sketching out different scenarios in one-on-one meetings with various executives, floating one plan by one exec and a different by another. Unable to make up her mind, the process dragged on for months. “She went through 20 different permutations,” says an executive with knowledge of the process. “The product guys were twisting in the wind, not knowing what they were going to run.”<p>&gt; Product releases slowed to a trickle, and a turf war brewed as executives became concerned with their futures. Jon McCormack, a star executive who had joined Yahoo in January from Amazon and was promised a broad engineering portfolio covering critical areas like mobile, landed in the vacuum created by Mayer’s indecision. He was gone by the end of February and now works for Google. When Mayer announced the new structure in April, it was too late. “That was the beginning of everyone losing faith,” says another senior executive. “That’s when people started to look for other jobs.”