Tough Calls: AT&T and the Hard Lessons Learned from the Telecom Wars (Hardcover)

by Dick Martin (Author) "Mike Armstrong boarded an AT&T corporate jet for the first time on Sunday, October 19, 1997..." (more)
Key Phrases: ambidextrous leadership, downsizing announcement, other cable companies, Tough Calls, Time Warner, Wall Street Journal (more...)

Editorial Reviews

From Publishers Weekly
Former AT&T PR head Martin records his take on Ma Bell's descent from blue chip royalty, offering an insider's view of the corporation's struggle to reorient itself to a world in which its longtime cash cow—long-distance service—was becoming a profitless commodity. CEO Michael Armstrong's late '90s attempt to counter this trend by expanding into cable, wireless and business services forms the centerpiece of the book. Ultimately, AT&T ran out of time as the overly exuberant market collapsed and the company had to break itself up once more, this time in order to stay afloat. The journey was highlighted by mega-deals, leadership missteps, PR blunders and outright fraud. Martin also offers an eye-opening analysis of the impact of MCI WorldCom's fraudulent financial statements, which, he says, lowered AT&T's sales by $5 billion per year. Martin lightens the endless carnage with portraits of the telecom industry's top players, describing, for instance, how a new AT&T president was unable to tell the reporters at his first press conference the name of the long-distance company he uses at home. The result: "Run AT&T? He apparently couldn't even spell it. And so forth." There are lots of good PR and leadership lessons here. (Nov.)Forecast:Anyone sussing out AT&T's remaining potential—or hurt by the telecom bubble's demise—is a potential customer here.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist
Martin, head of AT&T's public relations during the tenure of CEO C. Michael Armstrong, describes Armstrong's leadership and that of his predecessor from 1996 to recently, when the company was acquired by Comcast. (Armstrong did not participate in the writing of this book.) The Telecommunications Act of 1996 was a death sentence for stand-alone, long-distance service, from which AT&T derived 80 percent of its revenues and 100 percent of its profits. Armstrong arrived in 1997, assuming one of the greatest challenges in American business, and designed the right plan for the company. He would have survived some mistakes but lacked the time to overcome years of fraud perpetrated by his main competitor, MCI Worldcom. While Martin focuses upon missteps, we also learn of Armstrong's successes, including wireless and data business acquisitions and developing a $4 billion outsourcing program in less than four years. Martin, a public relations veteran with 20/20 hindsight who conducted numerous interviews for this book, presents an important corporate story with lessons for those fighting today's battles. Mary Whaley
Copyright © American Library Association. All rights reserved

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Product Details

• Hardcover: 304 pages
• Publisher: AMACOM; 1st edition (November 26, 2004)
• Language: English
• ISBN-10: 0814472435
• ISBN-13: 978-0814472439
• Product Dimensions: 9.2 x 6.3 x 1.2 inches
• Shipping Weight: 1.3 pounds (View shipping rates and policies)
• Average Customer Review: 4.1 out of 5 stars See all reviews (16 customer reviews)
• Amazon.com Sales Rank: #773,138 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

10 of 11 people found the following review helpful:

5.0 out of 5 stars Great insights on AT&T and the practice of PR, November 9, 2004

By	corporatefan - See all my reviews

Dick Martin pulls no punches in his review of AT&T and the PR efforts he led while head of the company's communications team. His insights come from his PR leadership during some of AT&T's most tumultuous times. The inner thinkings of CEOs, CFOs and more are on display as the company tackles increasing challenges in the marketplace. Martin appears most insightful when he shines the spotlight equally bright on the company's PR efforts he led -- what went right, what could have gone better, and what went wrong. A good read for those interested in corporate leadership and the communications that often accompany it.

15 of 18 people found the following review helpful:

5.0 out of 5 stars Honest Words about Ma Bell's Makeover, November 9, 2004

By	James T. Mahoney (Chatham, New Jersey) - See all my reviews (REAL NAME)

I have known Dick Martin for many years, but personally and not professionally. The topic of this book was of immediate interest for two reasons: I know many persons in the telecom industry who no longer have jobs; and I know many persons whose retirement funds and savings have been hurt as a result of their declining telecom shares.

I found this book to be honest, insightful, and of tremendous value to any organization seeking to accept to the whitewater environment of our society today. Dick minced no words about failures, erroneous judgment calls, or the strengths and weaknesses of the various leaders. He also gave perspective that filled in the blanks of the public perception of AT&T's moves and developments over the years. He connected the dots brilliantly to show the powerful impact that the criminal behavior of WorldCom had on AT&T. Due to WorldCom's crimes (publicly acknowledged) AT&T was forced to make decisions believing that the numbers reported by WorldCom were accurate when they were, in fact, fabrications. How sad for everyone.

The style is sparking and clear, which is not surprising since it is written by Dick. Read this book if you are interested in what has happened to the telecom industry or how to have your organization avoid some of the pitfalls that waylaid many of the dreams of AT&T. It is so refreshing to read a "no spin" book where honesty is transparent to all on every page.

9 of 10 people found the following review helpful:

2.0 out of 5 stars Close to Worthless, December 30, 2005

By	Alberto Dominguez - See all my reviews (REAL NAME)

The back cover says that this book is "an up-front seat for the roller coaster ride" and a "look at how a great company tumbled" that will give us a "tour of AT&T's wild ride" and "chart the dissolution of an American icon." Not one of those comments is even remotely warranted.

I was expecting to find interesting insider discussions of important questions like:
* Did AT&T make any mistakes during the "trivestiture" in January 1996 (akin to giving away the wireless licenses to the RBOCs in the 1984 breakup)? Martin doesn't say, beyond talking about the PR fallout of the layoffs, which right off the bat were themselves only a side issue of the broader business strategy.
* Was pursuing cable the right strategy for Armstrong to implement? Probably, but Martin doesn't weigh in on this.
* Did AT&T overpay for MediaOne? Of course, but again Martin is silent.
* Did AT&T further compound its cable problem by putting poor executives (first Hindery and then Somers) in charge of broadband? Not a peep.
* How should AT&T have handled the $2 billion @Home acquisition? Silence.
* Were all these problems unavoidable due to AT&T's pre-1996 succession planning problems? The only aspect of this question that Martin bothers to discuss is the PR fiasco surrounding Walter's departure. As if that were the most important aspect. He strikes me as having an exaggerated sense of his importance to the organization.

AT&T was a corporate icon for 130 years and had 4 million stockholders. Surely there were "hard lessons learned" as the subtitle claims, lessons that are valuable in the broader context of the modern corporation. However, from reading this book you would get the impression that AT&T's only mistakes were in communications. Martin gives us an incredibly myopic view of just the PR efforts related to AT&T's various missteps. Outside the PR business, who cares? Nobody! This could (indeed should) have been the business book with the broadest appeal in a decade. Instead we got a book that only PR people could stomach. It was so monumentally boring it literally put me to sleep. I bought this book to read about AT&T; if I cared about Martin's actions I would have bought his biography instead.

Despite naming the first chapter "Don't dance to the music of your own buzz" it seems that Martin has done exactly that. His book is the ultimate example of form over substance, confusing the important business questions facing AT&T with the buzz surrounding him and the communication of the answers to those questions. Whether the answers were the right ones or not, Martin is unwilling (or unable) to say. If this book is an example of the caliber of executive thinking at the level of Executive Vice President at AT&T no wonder the company sank so far so fast.