MoneyWatch.com is a personal finance site for professionals — people who know how to use a spreadsheet, who know that diversification reduces risk, and who are wondering why their 401(k) was still knocked back to 2005. This is a big project for my team at BNET, and I’ve been hiring a fantastic new people to work on it. It’s also been the focus on my education in the much wider world of TV — courtesy of CBS News. More news from me on this in the future, but now you know what Stephen’s been up to lately

• Saloni works at Vivu. It happened by slow degrees; first a get-to-know-you meeting with the CEO, then some follow-up discussions on the direction of the startup, and before you know it she’s printing business cards for the whole company including one for herself that says, “Director of Marketing.” Vivu is definitely in startup mode: barely a dozen people, still fervently pitching investors for capital, staff meetings on Sunday mornings. She’s thrilled, I’m thrilled, and a video-streaming startup makes a nice complement to my new employer…
• CNET’s being acquired by CBS. Starting in (roughly) July, I’ll work for the giant media company that’s the home of “Wheel of Fortune” and “CSI” (and CBS Sports, too, David). This is a huge relief and a presumed release from the sneaky barbarians at the gate of JANA. For CNET, I think this opens up huge advertiser opportunities in categories where CBS is a major player and CNET is not. For me personally, this means some fantastic opportunities to expand BNET onto radio and possibly TV, while learning something about those media. Hey, I made the jump from print to online more than 10 years ago; time to learn some new tricks.

Hopefully no more job updates for a while. It’s been a busy month!

We’ve been working on a editorial package at work about the new management issues around those born after 1980 — the so-called “millennials.” I take all groupthink descriptions of a generation with a grain of salt, since I remember the silly stuff propounded about Generation X. Still and all, I do wonder about those crazy kids and their rock-and-roll music. It’s hard not to look for differences.

UPDATE: Did an interview with MarketWatch Radio on May 16 about this topic. The big takeaway (subject to Steve Potisk’s editing) is that the millennials respect leadership not position. And this tends to piss people off. BNET blogger Sean Silverthorne has a post about the resulting unhappy Generation X workers that has really struck a chord.

• Amusing aside: Transportation reveals hierarchy. We drove out of NY for an audience with the cable network. We cabbed it across Manhattan to visit the magazine. The blog network came to us.

Everyone we met with makes their money from advertising. In fact, there’s probably a core of advertisers from whom we all wrestle budgets. We all compete for users’ time and affection, and in some cases I bet the very same humans consume what we cook up. In every way that matters, we’re competitors. Some are incumbents, others startups; some are multiple media, others pure-play. We’re all trying to skin the cat a different way, sure, but one could argue that there’s only one cat.

Why in the world are we sitting in conference rooms trying to figure out ways to work together?

We don’t normally act like this. Normally media companies fight battles petty or grand over users, editors, and advertisers. Professionally, I think such competition is terrific. An editor who doesn’t want to beat somebody is not nearly as interesting as one who does.

Case in point: We had a brief flap over one of our contributors that very same week. Carmine Gallo, an executive coach and speaker, wrote a book — on his own time and presumably with his own ideas. (Learn more about it in the video below.) I like Carmine’s stuff. He’s the regular host of BNET’s Useful Commute podcast and frequent star in our videos. Carmine adapted from his book an article for BusinessWeek, a similar article for BNET, and collaborated with us on a fun video. Later this month he’s doing a Webcast for Ziff Davis Enterprise on the same topic.

The Webcast got us all into a tizzy. Ziff Davis Enterprise is an fierce competitor of ZDNet, which is the site I’ve spent most of my professional life midwifing. When Ziff sells a Webcast, it means my team lost money. And to think we lost money because the Other Guys used one of our contributors?! Outrage! But of course BusinessWeek.com is a direct competitor of BNET (another, ahem, major focus for my team), and nobody’s blood pressure rose over Carmine’s article there. Why not?

I think the difference is the relative youth of business media online, versus the relative age of technology media. In tech, we’ve spent the last 10 years moving the center of gravity to the Web. We’re all there, and now it’s time to fight for turf. In business media, however, the same transition has just begun. The game is to survive through the inevitable shake-up and still be around 10 years from now. Then we’ll fight.

Over year ago, some of my coworkers (includng my boss) were praising Blodget’s blog, Silicon Alley Insider, and suggesting we should get his stuff on the BNET blogs. I fussed and frumped, because of high-minded belief that someone booted from the securities industry for hyping stocks had no place in a serious business site. Not my site, anyway.

So while I was smugly ignoring the advice of people whom I usually trust, Blodget proceeded to blog his heart out on the business of the Internet and increasingly of the media. He did it well, and he’s gotten better. He’s recruited solid writers to back him up, and now the SAI gang is one of the few things I read every day to stay sharp on my industry. (You can see the feed of interesting stories I read the box to the right.)

• My latest SAI favorite: “Web Ads: Lots of Impressions, Little Value” by Michael Learmonth. I agree completely that theres’s a glut of of ad inventory and ad real estate on professional Web pages. (On CIO.com the other day, I counted more than a dozen graphical ads, sponsorship logos, or blocks of paid links.) The inexorable logic of ad networks will make this situation worse, except for sites that can create a stronger environment for fewer ads, and get paid more for that choice than for what Learmonth calls, “bombarding its users with low-value ad units.”

A hedge fund is trying to take over CNET Networks, my employer. They have until summer to convince CNET shareholders that the company should change strategy and stop expanding into non-technology areas, such as entertainment, lifestyle, and business. I’ve spent most of the last two years working on the business prong of CNET’s strategy, so if the hedgies win my future employment is up for grabs.

Here’s the long version:

A group of Wall Street hedge funds, high-tech venture capitalists, plus one Silicon Valley serial entrepreneur, banded together to acquire a big chunk of CNET Networks. The big money outfit in this group is JANA Partners, but the former entrepreneur a guy named Paul Gardi, seems to be the visionary behind this move.

Their goal is to take over CNET’s board of directors, remove our current management, and change the strategy of the media company. Publicly they haven’t disclosed much about what they would change other than to refocus on technology content and improve the moneymaking operations of CNET.

JANA currently owns about 10% of CNET — an investment greater than $100 million — so by any fair-minded shareholder standard they deserve a hearing. Their partners in this effort control even more shares, so as a bloc they get a big say. Acquiring big chunks of a company and using that voting power to force changes in strategy or management is the formula for “activist shareholders,” which this group certainly is. (Similar activist-shareholder groups are taking a run at the New York Times, tried and failed to shift focus at Time Warner, and succeeded with disastrous results at Knight-Ridder.)

Their efforts started last fall and became public in January. The shareholder meeting where their efforts will succeed or fail is this summer, I believe in June. Between now and then, JANA must convince two-thirds of the CNET shareholders that their proposed changes are a good idea. Given that the JANA bloc controls about 20% of the shares, it seems to me they really just have to convince 50% of the other shareholders to join their cause. CNET’s executive management, on the other hand, must convince the shareholders that current strategy is right and current management is aggressive and profit-minded enough to raise the stock price.

I expect that between now and the shareholder meeting there will be an increasingly public airing of claims and counterclaims, promises and threats. I don’t know if this will be a formal proxy battle or just a broader hearts-and-minds campaign. Since CNET’s stock has performed poorly for the last two years, some shareholders may be inclined to try anything to change the status quo.