In September 2011, Lowell McAdam, President and CEO of Verizon Communications since August 1, reflected on Verizon's recent successes and considered how to ensure that the team would continue to rise to new challenges. Verizon's main units included an old entity, Verizon Telecommunications, which ran the shrinking U.S. landline business; and a young entity, Verizon Wireless, which managed the high-growth mobile network. The company was well positioned to capture a significant portion of the new value being created In mobility - and McAdam also saw opportunities in traditional areas. "There are pots of gold all over the business and we, as a leadership team, must find them. Most are locked up because of the way we have done business In the past." During his previous 10 months as COO of Verizon Communications, McAdam initiated a new corporate-wide credo, a focus on shareholder value and shared success, and process reengineering for simplification and speed. He knew change was both energizing and difficult, and that every victory had to be followed by the next play. He paused in his New York City office to think about how his team had handled recent challenges and whether the culture was in place to continue Verizon's transformation from a traditional telecommunications provider to a global services and technology firm.

【書誌情報】

ページ数：20ページ

サイズ：A4

商品番号：HBSP-312082

発行日：2011/12/5

登録日：2012/6/20