According to foreign media reports, Yahoo CEO Marissa Mayer began as a medical prep student at Stanford University, but after a year of reading, she changed her major.
Why? You might think this is because she doesn't like her course. This is not the case. She did this because she found that her friends who were studying at the state university had similar content to her, so she decided to change her major.
In her sophomore year, she switched to the symbolism profession. This laid the foundation for her future life, let her work first on Google (microblogging), and later became Yahoo CEO.
In the interview below, Meyer talks about his experience of bringing children while working, balancing the interests of shareholders and making his choices worthwhile.
Q: What makes you interested in technology?
A: I went to Stanford University and started my medical preparatory course. After the freshman, I returned to Wausau (she is in Wisconsin's hometown). I found out that my friends at the University of Wisconsin-Madison learned exactly the same thing as me. We are all memorizing the same flashcard, the same carbon atoms and the same molecules. However, my tuition is much higher than them. So, I thought about how I learned as much as possible from Stanford University.
When I returned to school that fall, I started browsing the course catalog and found a new profession, the symbol system. It combines philosophy, psychology, linguistics and computer science. You have to study how people learn, how to reason, and how to let computers do similar things. It is equivalent to studying the brain, but without dissection.
Q: You joined Google as a No. 20 employee in 1999. At the time, did you feel that your status was special?
A: Larry Page and Sergey Brin are great thinkers. They have changed from a doctoral student to a business leader in just one year, which is very impressive. In the previous year, they also used roller skates to shuttle on campus, screaming at other graduates who made them feel uncomfortable.
I also interviewed McKinsey, this is an amazing company. Some of my friends also went to the interview. They said, "We introduced ourselves and left the interview after the event, and then the interviewers decided to stay." In the Broadway musical "Hamilton", there was an episode called "The Room That Happened" (The Room Where It Happens). At Google, I feel like I am in that room. Even if you fail, you can learn a lot from the process of decision making.
Q: What are the most important things you have learned while participating in these major decisions?
A: If you give the same information to smart people, they will eventually reach the same conclusion. I really learned the importance of sharing information and transparency, and I tried to bring this to Yahoo.
In the stories about the various versions of Google, one thing that is often overlooked is the hard work. When journalists write stories about Google, they give people the feeling that it seems to be taken for granted. The truth of the matter is: this is the result of hard work. “Can you work 130 hours a week?†If you strictly plan when you sleep, when to shower, and how many times you go to the bathroom, you can do it. Google set up the lounge because it is safer to stay in the office at three o'clock in the morning than to drive home. In the first five years of my work at Google, I will work at least one night a week, except for vacations. Of course, my vacation is very rare.
Q: Wow, it’s amazing!
A: My husband (risk capital investor Zachary Bogue) has an office building in San Francisco. His own company is located inside, and other startups are also working inside. If you walk in on Saturday afternoon, you don't have to ask what these startups do, you can tell if they will succeed. Working overtime on weekends is a sign of success, because these companies don't succeed casually, they only succeed because of the hard work of their employees.
Q: You joined Yahoo as CEO in 2012. At the time, you faced two challenges. One of the challenges is that people's interest in Yahoo's products is gradually declining; the other challenge is financial, because Yahoo's Alibaba stock value has exceeded its core business. Is this all surprised you?
A: I knew that I needed to spend a lot of time helping Yahoo's business move from desktop computers to mobile phones. I don't know how much time I spent studying tax law and learning all kinds of knowledge, and I formed my own views on Chinese e-commerce.
Q: Why is it so difficult for Yahoo to transform into a mobile business?
A: After 2000, Yahoo was still very large. People didn't understand that Yahoo is going to the end, and the Internet is on the rise. The transition is very difficult. At the time, social network Facebook dominated, but even by their own estimates, Facebook may have spent only 20-25% of its time on the mobile business. The media now is more fragmented than it was at the time.
Q: You recently announced that Yahoo has agreed to sell its core Internet and media business to wireless operator Verizon for $4.8 billion. For a company that once had a major impact on our culture, why is this the best destination for it?
A: Our shareholders are divided into two major factions, each with different priorities. Some people hold Yahoo stock because they really care about digital advertising and the Internet, and really want Yahoo to make a comeback. However, we still have some shareholders who bought Yahoo stock because they think that Yahoo has a lot of profitable Asian assets and may sell for a good price. As the company's management, we are responsible for meeting the interests of the shareholders of these two factions. Let Verizon acquire Yahoo, and you can meet the needs of both with one stone and two birds.
Q: How do you feel about selling a company that you are trying to turn around?
A: At the beginning of this year, during a period of time, I was running the company, negotiating sales, and introducing new board members (after Yahoo and the radical investor Starboard Value’s dispute over the settlement of the dispute), gave birth. Twin daughters, as well as taking care of my husband and three and a half years old son. Everything about these things is exhausting.
Someone once said to me, "You may be the busiest person in the world." In the midwestern United States where I grew up, you will dismiss such praises and think that some people in the world are really busy, such as the President of the United States. Obama. But who can think of it, President Obama can still sneak in and sneak a funny video on the video site YouTube.
Q: Soon after joining Yahoo, you will have your first child. Then, in December last year, in the process of the Yahoo and radical investor's proxy battle, you gave birth to twin daughters. how did you do it?
A: This company has not reached the state that it allows the CEO to rest home for four months to six months without affecting normal operations. Therefore, I have to take care of my children while taking care of my work. In the first four months after my son was born, I placed him in the room where I had a conference call. He is like a little businessman. When you're ready to start talking about revenue, or negotiating an agreement or proposal, he seems to be able to understand it immediately and become quiet immediately. My twin daughter is the biggest surprise in my life. I am like a jackpot.
Q: Your parenting style has been criticized, which makes you feel uncomfortable?
A: As I see it, people now give too many unfair comments to mothers all over the world. Some mothers want to work, some mothers need work; some mothers want to stay at home, and some mothers need to stay at home. One of the best advice I have ever got is that you always have a lot of good choices, but you will only choose one of them and then devote yourself to making your choice a great choice. In my case, I don’t want to take a break from maternity leave, but I have to give up on vacation. I have a healthy baby to take care of, I have a company that cannot be separated from me. I am doing this as a best of both worlds.
Q: Will you stay in Yahoo indefinitely?
A: I want to stay on. I love this company. I hope to see it open a new page.
Q: What are your plans for five years?
A: I love design and I love artificial intelligence. I think, as a CEO, I have developed a set of practical skills and gained a lot of experience. I really hope that I have the opportunity to apply these skills. However, I have never had a five-year plan. If I insist on the five-year plan that I drafted when I was 18, then I will miss all these wonderful things I have experienced in these years.
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