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AT&T Inc.
2013 Annual Report
4
Randall Stephenson
Chairman, Chief Executive Officer and President
speed digital age. We’re revolutionizing
our retail experience by creating stores
that are more customer-focused and
interactive. And we’re taking the online
and mobile customer experience to the
next level — everything from purchasing
to making payments to connecting with an
AT&T representative — so that customers
can get whatever they need more quickly.
The key to success in all of these areas
is talent and organizational agility.
The dynamic changes underway in our
industry require new skills, particularly in
data analytics and software. Our industry’s
pace also means we need to rethink the way
we work together, so we can deliver better
service, maximize creativity, move faster
and adapt to changes more quickly. To get
there, we’re taking a fresh look at everything
from training and compensation to smart
apps and technology tools that drive more
collaboration and innovation. We’re also
offering our employees the opportunity
to earn a master’s degree in computer
technology online through our partnership
with Georgia Tech and Udacity. We will
accelerate these efforts in 2014 and beyond.
Another critical foundation for our
industry’s continued progress is a
growth-oriented public policy framework.
Growth only happens when we invest, and
in our industry the foundation for that is
wireless spectrum. It’s the lifeblood of
the mobile world because it gives us the
capacity to meet rising customer demand
and support new services. Spectrum is
especially critical for video. That’s why we
continue to encourage regulators to create
a free market for spectrum and to ensure
that future spectrum auctions remain open
to the entire industry, so we can put our
airwaves to their highest and best use.
The importance of investment — in network
coverage and capacity, new services and
technologies — has never been clearer
than during the mobile Internet revolution.
Over the past six years, AT&T has invested
more capital into the U.S. economy than
any other public company — and more than
$140 billion when you combine capital and
spectrum-driven acquisitions. To sustain
this kind of investment across our industry
while driving vigorous competition,
it’s important that policymakers let old
regulations fall away as the technologies
they support become obsolete. When