For Yahoo!, would a functional, customer, product, or geographic structure work best, and why?
ANS:
For Yahoo, a customer structure is appropriate when an organization needs to group functions according to the type of customer buying the product. This structure allows managers to be more responsive to the needs of their customers and allows them to act flexibly to make decisions that are needed to quickly respond to changing customer needs. This structure is beneficial in organizations where the time factor is critical. And, customer departmentalization organizes work and workers into separate units responsible for particular kinds of customers. The primary advantage of customer departmentalization is that it focuses the organization on customer needs rather than on products or business functions. Furthermore, creating separate departments to serve specific kinds of customers allows companies to specialize and adapt their products and services to customer needs and problems. Finally, the emphasis on meeting customers’ needs may lead workers to make decisions that please customers but hurt the business.

Which should be Yahoo!’s cohesive vision, and what’s the right way to structure the company to support that vision?
ANS:
The vision thing, in the end, all of these issues come down to Yahoo finally having a cohesive vision of what it really is and what it wants to be.
SOLVING PROBLEMS
Focus the vision
We need to boldly and definitively declare what we are and what we are not.
We need to exit or sell non core businesses and eliminate duplicative projects and businesses.
Restore accountability and clarity of ownership
Existing business owners must be held accountable for where we find ourselves today.
We must thoughtfully create senior roles that have holistic accountability for a particular line of business.
We must redesign our performance and