Look around AT&T and you will many executives with a strategy title. Why not leverage AI to define our strategies and reduce executives responsible for this. When u listen to these folks talk they are saying the same thing financial analyst are already saying about AT&T. Everyone can come up with strategies, why overpay someone for this.
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@h4 all those things sound great until you take into account the people that work at T...
Managers protecting their teams...
Middle management protecting their silos...
L3s and above who are compensated based on how good their numbers look...
It's hard to streamline efficiencies when everybody's protecting their own posterior.
Sounds great in theory, a lot harder to do in practice.
Let’s see what AI CEO says
Executive Perspective: Returning AT&T to Market Leadership
AT&T has the assets, customer base, network, and brand to reclaim industry leadership. The primary opportunity is not rebuilding the business from scratch, but improving execution, simplifying operations, and increasing organizational agility.
Strategic Priorities
- Simplify the Business
- Reduce organizational complexity and management layers.
- Eliminate redundant processes, approvals, and reporting.
- Accelerate decision-making by empowering leaders closest to the work.
- Become an AI-Driven Enterprise
- Aggressively automate internal workflows across operations, customer service, finance, HR, engineering, and network management.
- Leverage AI to improve productivity, reduce operating expenses, and enhance the customer experience.
- Position AI as a core business capability rather than a standalone initiative.
- Invest Where Long-Term Returns Are Highest
- Continue expanding fiber where economically justified.
- Strengthen enterprise solutions including cybersecurity, private networking, IoT, and AI-enabled services.
- Prioritize investments that increase customer lifetime value and market differentiation.
- Deliver a Best-in-Class Customer Experience
- Simplify products, pricing, and billing.
- Reduce customer effort by resolving issues proactively and leveraging automation.
- Make ease of doing business a competitive advantage.
- Build a High-Performance Culture
- Recognize and reward measurable business impact.
- Increase transparency around strategy and decision-making.
- Reduce bureaucracy so employees can focus on delivering results rather than navigating processes.
- Plan for Workforce Evolution
- Develop a long-term workforce strategy that addresses succession planning, knowledge transfer, and voluntary retirement transitions.
- Ensure organizational changes create opportunities for developing future leaders while preserving critical institutional knowledge.
Expected Outcomes
Executing these priorities should enable:
- Sustainable revenue growth through differentiated products and services.
- Lower operating costs through automation and process simplification.
- Faster execution and improved organizational agility.
- Higher customer satisfaction and retention.
- Increased employee engagement through clearer priorities and greater empowerment.
- Stronger long-term shareholder value.
The objective is not simply to become more efficient, but to become the easiest telecommunications company for customers to do business with and the most effective organization for employees to deliver meaningful results.
Honestly this company would keep operating if we got rid of the c-suite nothing but managers of managers. Based on some rough calculations from SEC filings we'd save around $70-85 million per year by not having the core C-suite.
They wouldn't be able to decide between using AskAT&T and copilot. And then they'd also complain that too many tokens were used.
McDonald’s drive through employees would also work.
We should do it, replace Stankey with AI.