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234 Endnotes

CHAPTER 10

1. Amy Muller and Liisa Välikangas, “An ‘ODD’ Reaction to Strategy
Failure in America’s (Once) Largest Telco.” Reprinted from the
European Management Journal, vol. 21, no. 1, 2003, with permis-
sion from Elsevier. We thank Paul Merlyn for contributing to this
article.
2. Following the 1996 trivestiture of AT&T, the AT&T Bell Labs
research staff was divided among the residual AT&T and the newly
divested Lucent Technologies. Lucent’s (now Alcatel-Lucent) research
group retained the name Bell Labs. However, the company later
announced it was withdrawing from basic science. AT&T’s research
group adopted the name AT&T Labs.
3. AT&T’s corporate strategy and planning (CSP) department was
not unlike the strategy organizations of many large traditional
companies. The group was headed by an executive vice president
who reported to the CEO, and his staff managed the extensive
“process” of strategy making: largely guiding and collecting input
and projections from the various business units as compiled by the
group’s strategy staff. A “consolidated” view of the strategy
would emerge each spring and was discussed and reviewed by the
executive team.
4. And this was before Skype!

CHAPTER 11

1. Liisa Välikangas and Quintus Jett, “The Golden Spur: Innovation
Independence.” Reprinted from Strategy & Leadership, vol. 34, no.
5, 2006: 41–45, with permission.

CHAPTER 12

1. Currently at Rutgers University.