There’s no question Yahoo owes longtime veteran exec Ash Patel a lot, as it has grown into a global Internet behemoth.

Since getting to the company in 1996–which essentially means he was present at the creation–Patel (pictured here) has, as the corporate page on its top execs notes, played “key roles across the company including architecting MyYahoo!, Yahoo! Finance, Yahoo! Messenger, Yahoo! identity and the user database, and many other products that continue to impact millions of Yahoo! users.”

Now as EVP of the Audience Product Division, he presides over pretty much all of Yahoo’s well-known consumer products, from its homepage to its email to its search to, more recently, the product development of its media offerings.

But, because of his longevity, vast purview and clear impact on the company, Patel has also become a symbol for many inside Yahoo (YHOO) right now, who mention him most often in the should-he-stay-or-should-he-go-now debates about the future of the company and who should be in charge of that.

Thus, Patel’s fate is seen as a key indicator of what is to come at the company, especially whether he and it can change with the very fast-changing times. While his love and loyalty to Yahoo are unquestioned, like many at Yahoo, can he be a true agent of change who could upend all he has built?

The big question, of course: Can old Yahoos learn new tricks?

That, of course, is all now up to new CEO Carol Bartz, who is busy restructuring the company to her liking, in decisions that are about to come down after only six weeks into her tenure.

Bartz is clearly casting herself as the agent of dramatic change and speed, as she noted that in a recent memo to staff:

What does this have to do with the need for speed? Many of the things I just talked about could have and should have been decided earlier but we haven’t been an organization that has embraced the need for speedy decisions, even when they are the tough ones. We can all be part of changing this and getting back to an organization that is fast on its feet.”

With the reorganization in flux, even as big departures occur (mobile head Marco Boerries today, for example), it could start to feel like the rapture at Yahoo, as the old ways make way for, well, the unknown.

Right now, it seems Patel might stay, reporting to CTO Ari Balogh, who is about to also get control over all of Yahoo’s products. Previously, Patel reported directly to outgoing President Sue Decker.

But others are convinced he will go, if not right away in the current upheaval, then soon enough, with Bartz and Balogh on the hunt for a crackerjack new outside product exec to take over and, more importantly, take a fresh look Yahoo’s many offerings.

That’s been Patel’s job for a long time, after a long rise to the top from when he arrived from Oracle (ORCL). He’s been SVP of platform engineering, chief product officer and EVP of the Platforms and Infrastructure Division, before getting his most recent title in one of Yahoo’s umpteenth reorgs.

“Ash is the symbol of old Yahoo, and now he is really actually one of the only ones with longevity in top management,” said one person at the company. “What happens to him–whether he stays and transforms or simply goes–says a lot about the future of Yahoo.”

Here is a video interview I did with Patel recently about the launch of some open and social-networking initiatives at Yahoo (Front Doors head Tapan Bhat, who reports to Patel, is also in the video):

How much does BoomTown love the Friday weekly memos that Yahoo CEO Carol Bartz sends out to the troops?

Very, very much since they are so full of significant news–a slowdown of Yahoo’s homepage redesign and a major limiting of the global rollout of its new advertising platform, APT, to name a few.

But they also have a weird but compelling kind of energy that nearly jumps off the page, giving clear insight into how Bartz thinks and operates.

Like the Energizer Bunny, I would say.

Here are two memos Bartz sent out to Yahoo (YHOO) staff, one from today and one from last week on Feb. 13, both of which discuss just how busy she is keeping herself.

This past week, for example, Bartz spent the weekend with advertisers and partners at the AT&T golf tournament in Pebble Beach, after which she threw some serious love in the direction of U.S. sales head Joanne Bradford and gave the advertising minions under her an A+.

Bartz also cheerily admits with a “whatever” that a “Brand Pride Memo,” which a Yahoo marketing exec asked her to rename in case it leaked–oops!–from last week (see below), was still a list of Yahoo embarrassments.

And she is headed to Europe in April, followed by Asia TBD, although this weekend, a husband-free Bartz is catching up on chick flicks–might I suggest, “He’s Just Not That Into You”–and resting up for the “big week” ahead.

That’s Bartz’s coy term for her massive reorganization of management, which is slated, many sources tell me, to be announced Wednesday. (See my post on that here.)

Last week, was much more newsworthy, as Bartz did a lot of business unit and product reviews–reportedly scaring the bejeesus out of staff who had to present–because, she said, they had not been done in a dog’s age at Yahoo.

Stressing a “need for speed” in the decision-making process at Yahoo and a “WOW” experience for users, Bartz seems to be whirling through Yahoo like Mr. Clean’s white tornado.

As BoomTown reported this week (correctly, Tapan!), for example, Metro–the Yahoo homepage redo–was delayed by her “until we feel it will be a great product for our users.”

Bartz then said she had decreed that ads were to be taken out of mail products in emerging markets, which will mean a drop in revenue (probably minuscule), but make for a better customer experience.

Most significantly, she also limited the global rollout of APT, Yahoo’s new advertising system, which was much touted by previous Yahoo management, to just the U.S. and one other country in order to “perfect” it.

This is a polite way of saying it is buggier than an Amazon jungle.

And, my favorite and hers: Bartz wrote that “we are assembling a list of products that we are embarrassed about for various reasons so we can make the important decision as to whether we fix them or discontinue them.”

Speaking of curdling, and to keep up the kooky quotient, Bartz also thanked Texas Yahoos for something called “Purple Cowboy wine,” as well as employees in Oshkosh, Wis., for cheese curds.

Then, it was off to make Valentines with her ubiquitous assistant, Judy Flores, after which she was set to do some major kissing up to ad customers at that golf tournament (not her strong suit, apparently, as it had been former Yahoo CEO and co-founder Jerry Yang’s).

But, experience the full-Carol yourself in the two entire memos below:

February 20:

My week started last Friday down at the AT&T golf tournament where we hosted many of our important U.S. customers and partners. I thought I’d use this week’s note to give you some impressions:

First, I really want to congratulate Joanne Bradford’s team for hosting and running a first-class event. I know many of you in the company have absolutely no idea what happens in our regions or what salespeople do for a living (in fact, my past history has shown me that the way most engineers perceive salespeople is as lightweight, backslapping meeters and greeters). In fact, I’m delighted to report that Yahoo! has an A+ sales team. I watched them in action with customers such as Pepsi–it was clear they had the respect and trust of the customer and represented all of us Yahoos very well. It was very interesting to learn how creative our salespeople are in helping our clients devise interesting and profitable campaigns. I received a lot of compliments about how well-supported these customers and partners felt. Likewise, it was very clear to me that they support Yahoo! in return and very much want us to succeed.

Hey, that doesn’t mean they think we’re perfect! They had several ideas about our products and how we could do better, especially in this tough economic environment. This plays right into our focus on excellence and great products.

Last week I told you we were going to have our first pass at deciding which products embarrass us as a company. Kudos to Allen Olivo and his team for worrying that one of you might leak my email, so instead he called it the “Brand Pride List.” Whatever, the point is still important and we had a great discussion on which products to stop and which to make a lot better. More to follow…

I realize this is a very U.S.-centric message but that’s because I spent three days with U.S. customers. Just wait until I blow through Europe in April–I’ll be sharing all sorts of European goodies with you! And yes, I am going to Asia as well–we just haven’t settled on the date yet.

My husband is out of town this weekend, so I’m looking forward to watching all the “chick flicks” that he refuses to watch with me. I hope you all have a fun weekend. Get well-rested, because next week’s a biggie.

Carol

February 13:

A great illustration of my need for speed.

Had a big staff meeting this week. We spent all day Monday and Tuesday reviewing our strategies and major products on both the audience and advertising sides. It was a great introduction for me and even an eye-opener for the entire team when they realized that many of these strategies and products hadn’t been delved into in a long time (a big thanks to all the presenters who worked so hard):

· We talked a lot about the importance of having a WOW experience for all of our users around the world. As an example, we are delaying the launch of Metro until we feel it will be a great product for our users.

· Similarly, we discovered that we are losing mail share to the competition in many slower-bandwidth, emerging markets so we have made a decision to remove mail ads in those countries to improve the user experience. This will mean a drop in revenue for us but it’s the right thing to do strategically.

· We have also decided to “perfect” APT! in the US and only one international market before we roll it out globally.

· And finally, my favorite–we are assembling a list of products that we are embarrassed about for various reasons so we can make the important decision as to whether we fix them or discontinue them.

What does this have to do with the need for speed? Many of the things I just talked about could have and should have been decided earlier but we haven’t been an organization that has embraced the need for speedy decisions, even when they are the tough ones. We can all be part of changing this and getting back to an organization that is fast on its feet.

On a personal note, thanks to Team Texas Sales for the Purple Cowboy wine and the Care Center Service Desk in Oshkosh for the Wisconsin bag of goodies–my favorite were the cheese curds!

Judy and I went to URLs today and made Valentine’s for our sweeties–everybody remember yours so we can all have a big Yahoo! Valentine’s Day. I’m off to Pebble Beach tomorrow to meet, entertain and play golf with some of our biggest customers. Actually, it’s a great strategy because normally you have to “let” the customer win–fortunately, this is not a problem for me!

Carol

Late last night, Yahoo’s Tapan Bhat (pictured here) posted an update on the ongoing redesign of the Internet giant’s homepage, a massive undertaking given that 300 million people visit it each month.

Bhat, who is SVP of Yahoo’s Front Doors, Communities and Network Services, said the company was completing the first phase of its “bucket testing” and collecting feedback, but that, “Bottom line is we’re getting closer to the final design, but we’re not quite there yet.”

Indeed not, according to several sources at Yahoo (YHOO), who said that the massive underhaul of the homepage has been a much more complex, much dicier effort and was taking a lot longer than expected to launch.

(You can see examples of the redesign and also Bhat’s post last night on Yahoo’s corporate blog, Yodel Anecdotal, below.)

When the redesign–which is called “Metro” internally–was announced last September, Bhat said the changes would initially impact less than one percent of worldwide users in the United States, the United Kingdom, France and India.

But he also said they would then be rolled out to a wider and wider circle over the next six months. That has not happened, obviously.

Why? One key reason: Some results in limited testing showing actual declines in traffic, both from pointing outward more and also having people stay on the homepage with beefed-up “one-click” features.

The biggest issue is openness, which is aggressive in the new design, especially for Yahoo.

But it is a move pushed strongly by former CEO Jerry Yang. The idea is that Yahoo was a “starting point” for consumers was one of his key strategies.

That includes adding in lots of widget-like applications, or apps, onto the homepage from outside partners, and many more links to sites all over the Web.

“We’re pointing people off Yahoo and they are going,” said one exec about Yahoo’s first massive redesign since 2006. “While being open is a good thing, it also means less traffic inside Yahoo.”

Said another: “A lot of us want it to point more to great Yahoo services we offer instead of giving everyone else the benefit of our size.”

And the results so far, several sources said, have definitely caught the attention of new Yahoo CEO Carol Bartz, who some say might be considering slowing the wider rollout of the new homepage that insiders said was expected to be well on its way by spring.

Delay is, of course, common in massive projects like this, especially in this case, since the Yahoo homepage is a powerful “firehose” all over Yahoo and the Web.

When I contacted Bhat earlier this week to ask about the status of the homepage redesign, he would not comment about when it would roll out widely or about results of the testing, or give me access to the redesigned pages.

But he did kindly offer to walk me through the progress so far, next week at Yahoo HQ in Sunnyvale.

Then an update from Bhat suddenly appeared last night, in which he outlined that positive and negative feedback from that small number of Yahoo customers who have been using the new homepage.

Apparently, testers love the streamlined look and feel and the apps, and prefer the new page over the current one.

They also want even more apps, though, and think Yahoo should nix the darker color, as well as give easier access to mail and other services.

One assumes that is just a tiny bit of the feedback, especially given how dramatic the changes are.

In a post last fall when the redesign was announced by Bhat, I wrote that Yahoo was “employing a design that more significantly allows users to customize the starting page in a way that essentially amounts to a kind of My Yahoo-lite for everyone.”

That meant the ability to get to information and services more quickly, with links to outside email providers, initially from Google (GOOG) and Time Warner (TWX) online unit AOL.

The test design also includes a prominent left-hand vertical bar, with applications from both Yahoo properties and third-party services like eBay (EBAY), which are easy to add and remove.

Eventually, Bhat said at the time, there would be thousands of apps, from Yahoo and also from outside developers.

“People want broadcast and narrowcast at the same time,” said Bhat then. “They want choices, but they also don’t want to do the work involved [in programming their own homepage].”

Noting that it was not the dashboard approach of My Yahoo or iGoogle, Bhat added at the time: “People are time-starved…so it is important to the user to get to their relevant daily information as quickly as possible without having to click around.”

But, said several sources at Yahoo who have seen the Metro results so far, by giving them more options, especially outside ones, clicking around is precisely what users do.

More next week when I visit with Bhat…

Until then, here is a screenshot Bhat posted of the latest look for Metro last night, and below it are several screenshots of the initial Yahoo redesign, as well as Yahoo’s current homepage (click on the images to make them larger).

In addition, Bhat’s whole post last night about Metro’s progress is at the very bottom.

This is the latest iteration of the homepage redesign:

This is the homepage that was rolled out in September 2007:

This is a homepage rolled out in September 2007 that includes more outside apps:

This is the homepage rolled out in September 2007 that shows how email from Yahoo and Google and AOL would look:

This is a screenshot of Yahoo’s current home page:

And here is the full text of the Bhat post from last night, below.

Update on our new homepage testing

Tapan Bhat
Senior Vice President, Yahoo! Front Doors, Communities and Network Services

While rumors of its impending re-sale have apparently been greatly exaggerated, what’s true about StumbleUpon is that its new Web-centric look and feel and a new partnering program represent a major shift for the online discovery service.

The San Francisco-based company, which was founded in 2001 and sold to eBay last year for $75 million, is announcing tonight that users will no longer have to register or download its toolbar to “stumble” the Web.

Users can now simply start on StumbleUpon’s site, for example, and stumble all over the Web using their Web browser as guide rather than a toolbar.

The move is being made simply because most Internet users are increasingly loath to install Web plug-ins like toolbars, a requirement that naturally has slowed the growth of StumbleUpon’s service over time.

Currently, StumbleUpon has about six million registered users, although only a fraction of those are responsible for the approximately 12 million daily “stumbles,” all using a toolbar.

“We wanted to attract users who do not want to use a toolbar, making it easy so they could use the service right from the get-go,” said Garrett Camp, co-founder of StumbleUpon, in an interview with BoomTown earlier today.

Camp noted that that the toolbar–which has been downloaded between 11 and 12 million times–has seen that growth slow over time. Nonetheless, it is not being eliminated either.

“[Toolbar adoption] was still growing, but not accelerating,” said Camp. “Being able to stumble without one was the biggest feedback we got from users.”

Along with the Web-stumble change, StumbleUpon is also unveiling a redesigned homepage–see an example of it below; click on the image to make it larger–which is an attempt to make it more of a destination.

With the new look, visitors can find content by topic and more related to interests. Other changes include a new look for profile pages, as well as user reviews, rating and comments.

Along with its distribution shift and site renovation, StumbleUpon is unveiling a partner program called StumbleThru that will allow visitors to discover content within those sites without going to StumbleUpon.

Sites–starting with HowStuffWorks.com and the HuffingtonPost.com and followed within weeks by RollingStone.com and National Geographic–will display a StumbleUpon “badge” or custom widget.

It is not unlike similar buttons that now dot Web pages from news discovery services like Digg, which users can click to find related pages.

Essentially, much as Google (GOOG) delivers custom search within Web sites, StumbleUpon is offering custom surfing, giving publishers StumbleUpon technology to allow its users to surface content within their sites that is often deeply buried.

As to the blog reports that eBay (EBAY) had put StumbleUpon up for sale after owning it for a little more than a year, Camp essentially dismissed them, noting that the unit is still operating as an independent subsidiary of the auction giant.

“They have given us a lot of runway,” said Camp.

Here is the new front page of StumbleUpon:

Also, here is a video I did last year at the exceptionally noisy (sorry!) party that StumbleUpon threw after it was sold to eBay a little more than a year ago:

Yahoo will begin testing out versions of its new main homepage to a minuscule number of users starting tomorrow, employing a design that more significantly allows users to customize the starting page in a way that essentially amounts to a kind of My Yahoo-lite for everyone.

The redesign is a huge and complex endeavor. According to comScore’s July stats, Yahoo (YHOO) has about 82 million daily U.S. visitors to its homepages.

Most of those visitors use the Yahoo main homepage, which is fully programmed by the company.

Making such a shift will also be a big perceptual deal for Yahoo, which needs to prove it has remained current and open, especially compared to faster-growing rivals like Facebook.

Yahoo has been trying to reinvigorate itself of late, after a disastrous takeover battle with Microsoft (MSFT) and a weakening of its business and its stock price.

Because of all this, the Yahoo brand has also doubtlessly been tarnished.

Thus, making a success of its new design is critical, and Yahoo’s CEO Jerry Yang has been touting the idea that Yahoo must be the “starting point” to the Web for users.

To respond to users who want to access information and services more quickly, the new streamlined homepage will be much shorter, be made up of more “snippets” and have links to outside email providers (initially, Google and AOL).

Most importantly, the new homepage will prominently feature a left-hand vertical bar, which has applications from both Yahoo properties and third-party services like eBay.

These apps can be added and subtracted easily. Eventually, there will be thousands of apps, from Yahoo and, after vetting, from outside developers.

(See screenshots below comparing the old Yahoo with three of the new ones.)

The changes will initially impact less than one percent of worldwide users in the United States, the United Kingdom, France and India. But they will be rolled out to a wider and wider circle over the next six months.

“People want broadcast and narrowcast at the same time,” said Tapan Bhat (pictured here), Yahoo’s SVP of Front Doors, Communities and Network Services, in an interview with BoomTown. “They want choices, but they also don’t want to do the work involved [in programming their own homepage].”

Thus, Yahoo apparently is going to give users both in its first major redesign since 2006, which it has been working on for two years.

The major components of the page will still remain close to the old one, but jazzed up and shifted around.

For example. the apps will be moved into the position where Yahoo services links used to be, and vice versa.

As before, there will be a main information module at the center of the homepage, “pulse” and news area on the bottom-right and -left, and search and navigation at the very top.

Bhat said the changes were made after a lot of research of user behavior and also after paying attention to key trends such as the widgetization of applications and the trend toward openness.

The new look is not aimed at the hardcore user, who might want to endlessly tweak the Yahoo homepage, although those options will remain for those who prefer them.

But, Bhat said, more people wanted quick access to things like email without having to launch apps. Instead, users will be able to see it all on the main page.

“It is not a dashboard approach of My Yahoo or iGoogle,” he said. “People are time-starved … so it is important to the user to get to their relevant daily information as quickly as possible without having to click around.”

Bhat said the rollout tomorrow will not be final and that Yahoo will keep making changes, depending on reaction.

“We don’t want 300 million people opposed to change,” said Bhat, who wrote a blog post on the changes here. “So, we are going to be listening hard.”

Here are screenshots (click on images to make them larger):

This is the home page that will be rolled out tomorrow

This is a home page that includes more outside apps

This is the home page that shows how email from Yahoo and Google and AOL would look

This is Yahoo’s current home page, as of tonight