Naughty or nice: a new CEO's choice: keep the old team or bring your own: AT&T's Mike Armstrong is no 'Chainsaw Al'; at least, he isn't yet; hiring through acquisitions

Article Abstract:

C. Michael Armstrong, who took charge at AT&T late in 1997, faced a decision every new CEO must deal with: whether to keep the existing management team, or replace them with a new team of his own choosing. Industry experts differ about which way is best. Some say cleaning house is the only way to displace a dysfunctional corporate culture and produce results, but others disagree, saying wholesale replacement causes damage that requires valuable time to repair. Armstrong is respected as a reasonable man able to work well with others. He is known as a preserver. He works to change others' points of view rather than replacing them with new people. Whether this approach will work well at AT&T is still being debated.

Executive changes & profiles, Management, Chief executive officers, Company executive, Computer executives, Company organization, Armstrong, C. Michael

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AT&T, known for its gentlemanly ways, gets tough; phone giant adopts an aggressive stance over policies and mergers

Article Abstract:

AT&T Corp has become more aggressive in its dealings with regulators and lawmakers. In Sep 1998, the company hired James Cicconi, described as an aggressive, well-connected Washington lawyer, who has since been promoted to general counsel. Meanwhile, AT&T is working to prevent mergers such as the one proposed between GTE Corp and Bell Atlantic Corp, and at the same time, the company is working to promote its own acquisition of Tele-Communications Inc, the giant cable operation. Cicconi says AT&T does not intend to react to the telecommunications revolution. Rather, he says, AT&T intends to lead it.

Government regulation, Laws, regulations and rules, Telecommunications regulations, Government communications regulation

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