Wild speculation, free advice (worth the cost), odd combos of shrugs and astonishment, predictions galore ... everyone has something to say about the not-so-new Yahoo while some are getting last licks in at Terry Semel. A few samples:

Eric Savitz, Barron’s Online: A good round up of analysts—bulls and bears. “Well, that didn’t last long. The post-Semel, after-hours euphoria has faded. ... The obvious problem: during the post-announcement conference call, the company said results for the second quarter and second half would be at the lower end of previous guidance; while Panama is performing well, its display advertising business is continuing to struggle.”

Susan Mernit, blogger/Yahoo employee: “I’d like to think that bringing Sue (Decker)into an even stronger leadership spot and joining her with long-time leader Jerry is a way to make the company’s operating groups smaller and more aligned, to cut down issues of scale across a big organization, and to create the means to not only have a viable strategy but to focus and get it done way quicker.”

Scott Rosenberg: “To this outsider, Semel doesn’t appear to have been the Hollywood idiot some now see. But he steered Yahoo with the cycle. And that just wasn’t unconventional enough to produce the biggest sort of win.”

Jeff Jarvis, BuzzMachine: “OK, here’s what I’d do with Yahoo: I’d pull a reverse Facebook, a Zuckerberg with a twist. Facebook opened itself up as a platform for people to come in and do things there. I’d open up Yahoo as a platform for people to export instead. I would turn absolutely every — every — piece of Yahoo into a widget any of us could export and use on our own sites. I’d take all the functionality there and enable people to enrich their own sites, to build on top of it. . . .”

Scott Karp, Publishing 2.0: “To catch up to Google, much less beat Google, Yahoo needs to change the nature of the game. Here’s a hint: Yahoo should focus where Google is weakest — human intelligence and human relationships (i.e. ‘social’)”

Valleywag: “From 2003 to 2005, when the stock broke through $40 (see chart), Semel looked like the man with a golden touch or, at the very least, impeccable timing. The problem? He was always judged by Yahoo’s relative performance, against Google, not its absolute share price. And, by that standard, it was almost impossible for him to succeed. When Yahoo’s stock, from the end of 2005, tracked down, all the doubts about Semel’s internet acumen rose to the surface. The conventional wisdom shifted and, with Semel no longer in a position to take credit for any recovery by Yahoo, that’s likely to be the final verdict.”

Vishesh Kumar, TheStreet.com: “Yahoo!’s top ranks are now made of two high-profile tech-oriented billionaire founders and two financially oriented executives who both hailed from boutique tech investment banks. Nobody at the company’s top has much experience running a large, famously complicated Fortune 500 company on a day-to-day basis. More than a rock-solid focus on technology—or anything else, for that matter—Yang’s appointment may mark the beginning of an era of even greater uncertainty for the company.”