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• Teaching Note | HBS Case Collection | July 2019

  Alvogen: Scaling Entrepreneurship

  William R. Kerr and Daniel Isenberg

  Teaching Note for HBS No. 819-038.

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  Kerr, William R., and Daniel Isenberg. "Alvogen: Scaling Entrepreneurship." Harvard Business School Teaching Note 820-020, July 2019.  View Details

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• Teaching Note | HBS Case Collection | July 2019

  AT&T, Retraining, and the Workforce of Tomorrow

  William R. Kerr and Carl Kreitzberg

  A Teaching Note for the "AT&T, Retraining, and the Workforce of Tomorrow" case study (HBS#820-017). The case describes how AT&T designed and implemented a program to retrain 100,000 of its workers. The case first reviews the technological forces that compelled AT&T to change its competitive strategy in the late 2010s, which in turn threatened to make its workforce’s skillsets obsolete. The case then performs a deep dive on AT&T’s solution, the “Workforce 2020” retraining program. The case concludes by reviewing the early results and potential societal implications of the workforce model.

  Keywords: AT＆T; workforce; training; future of work; telecommunications; Unions; technological change; layoffs; MOOCS; Strategic Planning; Employees; Training; Labor; Learning; Labor Unions; Technology Adoption; Talent and Talent Management; Transformation; Telecommunications Industry; Communications Industry; United States;

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  Kerr, William R., and Carl Kreitzberg. "AT&T, Retraining, and the Workforce of Tomorrow." Harvard Business School Teaching Note 820-018, July 2019.  View Details

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• Case | HBS Case Collection | July 2019

  AT&T, Retraining, and the Workforce of Tomorrow

  William R. Kerr, Joseph B. Fuller and Carl Kreitzberg

  By the late 2000s, rapid changes in the telecommunications industry forced AT&T’s management team to take on a task that CEO Randall Stephenson called the “biggest logistical challenge” they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T’s workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating “Workforce 2020,” a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T’s workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the “Workforce 2020” model, going so far as to call it a new “social contract” between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to “Future Ready,” signaling the company’s commitment to retraining its workforce beyond 2020.

  Keywords: AT＆T; workforce; skills; future of work; telecommunications; Unions; technological change; layoffs; MOOCS; Strategic Planning; Employees; Training; Competency and Skills; Labor; Learning; Labor Unions; Technology Adoption; Talent and Talent Management; Telecommunications Industry; Communications Industry; United States;

  Citation:

  Kerr, William R., Joseph B. Fuller, and Carl Kreitzberg. "AT&T, Retraining, and the Workforce of Tomorrow." Harvard Business School Case 820-017, July 2019.  View Details

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