For a century AT&T was America's "phone company," but it has changed dramatically in the past few years. In 2000, its wireless network data traffic was negligible. The part of its business depending on software was similarly negligible, but by 2020 it will have risen to 75%. Like competitors such as Comcast, AT&T's strategy is to drive the company toward a new digital future, one in which telecommunications, media, and entertainment converge, and customers can get the information, access, and entertainment they need, anywhere, on whatever digital device they choose to use. That's exciting for AT&T's customers and shareholders. But what do you do with the 150,000 or so AT&T employees who were hired by a phone company years ago to do very different, nondigital, nonsoftware jobs? Summarize the case. What do you do with the 150,000 or so AT&T employess who were hired by a phone company years ago to do very different, nondigital, nonsoftware jobs? Explain it elaborately.

Managerial Economics: Applications, Strategies and Tactics (MindTap Course List)
14th Edition
ISBN:9781305506381
Author:James R. McGuigan, R. Charles Moyer, Frederick H.deB. Harris
Publisher:James R. McGuigan, R. Charles Moyer, Frederick H.deB. Harris
Chapter10: Prices, Output, And Strategy: Pure And Monopolistic Competition
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For a century AT&T was America's "phone company,"
but it has changed dramatically in the past few years.
In 2000, its wireless network data traffic was
negligible. The part of its business depending on
software was similarly negligible, but by 2020 it will
have risen to 75%. Like competitors such as Comcast,
AT&T's strategy is to drive the company toward a new
digital future, one in which telecommunications,
media, and entertainment converge, and customers
can get the information, access, and entertainment
they need, anywhere, on whatever digital device they
choose to use. That's exciting for AT&T's customers and
shareholders. But what do
you do with the 150,000 or so AT&T employees who
were hired by a phone company years ago to do very
different, nondigital, nonsoftware jobs?
Summarize the case. What do you do with the 150,000
or so AT&T employess who were hired by a phone
company years ago to do very different, nondigital,
nonsoftware jobs? Explain it elaborately.
Transcribed Image Text:For a century AT&T was America's "phone company," but it has changed dramatically in the past few years. In 2000, its wireless network data traffic was negligible. The part of its business depending on software was similarly negligible, but by 2020 it will have risen to 75%. Like competitors such as Comcast, AT&T's strategy is to drive the company toward a new digital future, one in which telecommunications, media, and entertainment converge, and customers can get the information, access, and entertainment they need, anywhere, on whatever digital device they choose to use. That's exciting for AT&T's customers and shareholders. But what do you do with the 150,000 or so AT&T employees who were hired by a phone company years ago to do very different, nondigital, nonsoftware jobs? Summarize the case. What do you do with the 150,000 or so AT&T employess who were hired by a phone company years ago to do very different, nondigital, nonsoftware jobs? Explain it elaborately.
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