To all employees and AT&T corporate and AT&T communications, and US employees and AT&T Latin America
Team,
For the past few months we've discussed our priorities to accelerate market momentum and wireless, fiber fed-broadband and software-delivered entertainment. Reaching our full potential in these growth areas will require simplification of our product portfolios and meaningful improvements in the experience we deliver to our customers. Transforming our operating model to drive focused on execution - with a culture of accountability and decision–making closer to the customer – is an important step forward.
Executing well in each of these areas with a highly engaged employee team equipped with the right tools and organized to deliver is how we win, create market momentum and grow the business - not just for the next quarter, but for years to come.
Earlier this year, we made some organizational changes to our consumer segment and the results have been effective, but there is more improvement needed in that area and across the rest of our business.
Through extensive external benchmarking and your feedback, we've identified several areas where we can and must improve. Among other things, success will require changes to our operating model and organizational structure that will directly address many of our biggest remaining challenges, while positioning us for a long term, sustainable growth.
Through extensive external benchmarking and your feedback, we've identified several areas where we can and must improve. Among other things, success will require changes to our operating model and organizational structure that will directly address many of our biggest remaining challenges, while positioning us for long-term, sustainable growth.
Today, we're taking the first step. You will hear more about these changes from your leaders today and in the coming weeks, but here are the major areas where we're fundamentally changing how we execute:
We are creating a consumer customer advocacy and service organization to drive improvements and how we serve our mobility and broadband customers. For the first time ever, a single team under 1 leader will be fully accountable for the customer experience from installation to care and service. This unified team will serve customers how they expect to be served, removing friction in our processes and streamlining handoffs between the existing teams, which is where problems tend to occur. This organization will combine our consumer customer care And customer service teams with our consumer field operations team.
We are doing the same with our new business customer service and operations organization, placing our business care and business field operations under 1 Leader, Eliminating the need for multiple handoffs and ensuring full accountability- From the central office to the customer location.
Delivering a simplified portfolio of products and services that is responsive to the marketplace will require tight alignment and clear rolls and responsibilities between our product marketing and technology teams in ACC. We cannot afford to have fragmented roadmaps that lead to sub-scale, inefficient or underutilized platforms. To drive the right consistency and alignment, we are splitting AT&T technology and operations into two distinct and focused organizations and creating products and platform teams within consumer and business.
A newly formed AT&T network engineering and operations group will continue building a best in class wireless and fiber integrated network for the future, along with collaborative network solutions that meet the needs of businesses and consumers.
We are creating a new technology services organization dedicated to IT services in network security. This team, which will be led by Jeremy legg (formerly CTO of WarnerMedia) , Will be responsible for our information technology, software and data architecture's for the company. They will lead our transition from Legacy operations and systems to modern application solutions. And they will ensure our product support roadmaps a line to the next generation of technology and data architecture standards, as well as simplify our portfolio of IT tools for employees. Simply put, the team is job is to eliminate redundancies in our processes and platforms and build our IT systems for the next 3 to 5 years.