In 2001, Libby Sartain, Chief People Officer, find a demoralized Internet companies without a well-defined culture, a coordinated way to communicate with employees, or developed processes, policies and procedures at Yahoo!. In the first year Sartain at Yahoo!, the company was sent reeling by the collapse of the dotcom bubble. For the first time in its history as a listed company, Yahoo! was forced to lay off a significant portion of its workforce. Predictably, the morale was shaken at Yahoo! … Read more »

In 2001, Libby Sartain, Chief People Officer, find a demoralized Internet companies without a well-defined culture, a coordinated way to communicate with employees, or developed processes, policies and procedures at Yahoo!. In the first year Sartain at Yahoo!, the company was sent reeling by the collapse of the dotcom bubble. For the first time in its history as a listed company, Yahoo! was forced to lay off a significant portion of its workforce. Predictably, the morale was shaken at Yahoo!. There was also the uncertainty in the senior executive level. Many of the company’s top officers went during the turmoil, so that the newly installed chairman and CEO Terry Semel, with an incomplete squad. Semel also had to articulate his vision and strategy for the company, and the economic landscape has deteriorated. Nearly three years had to overcome some major challenges since the arrival Sartain passed, and the company. Was for the moment at least, it seemed the worst over. Sartain had bee working hard on the introduction of an internal branding campaign at Yahoo! the company start-up culture in a more traditional transform.
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from
Tim Perlstein,
Aneesha Capur,
Charles A. O’Reilly
Source: Stanford Graduate School of Business
32 pages.
Release date: 07 February, 2006. Prod #: HR25B-PDF-ENG
Internal Branding at Yahoo!: Crafting the Employee Value Proposition HBR case solution

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