Innovating at AT&T: Partnering to Lead the Broadband Revolution Case Solution & Answer

In 2010, the value of the U.S. retail market compatible wireless devices for wireless handset generation was slightly more than $ 1 billion. In 2011, grew 1,141% to $ 13.2 billion and is expected to reach $ 24.7 billion in 2015. At the same time, user demand for data has been growing with the popularity of mobile Internet, e-mail and messaging, which has left companies scrambling to increase network capacity. To capture more market data revenue, AT & T formed the new devices Organization (EDO) in 2008 as a separate internal initiative to identify and partner with manufacturers to develop the next generation of mobile broadband devices – tablet eReaders, devices Medical implanted devices to supply chain localization, dog collars and more. AT & T executives felt that these associations are positioned the company to its next “win” the game, following the path blazed in 2007 with Apple for the iPhone. ODEs was executed by Glenn Lurie, who had led the team that worked with Apple. He knew from experience that to conquer the market with changing device next game his team would have to develop a new model of society, both within AT & T and partner ecosystem that is going to bring the world revolution of broadband Mobile. Doing it in a company the size of AT & T would be difficult, but Lurie thought his group was on par.
by
Lynda M. Applegate,
Phillip Andrews,
Kerry Herman
Source: Harvard Business School
50 pages.
Release: June 29, 2012. Prod #: 812124-PDF-ENG
Innovate at work associations AT & T to bring the case Revolution broadband solution

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