Name: AT&T CEO John Stankey: Why the ‘Corporate Family’ No Longer Fits
Uploaded: 2026-01-15T12:00:00Z
Duration: 2 min 17 s
Description: AT&T CEO John Stankey says the company is leaning into a more market-based culture and argues that the “family” metaphor—a long-time staple of American business—has become a liability in an age of rapid technological disruption.

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AT&T CEO John Stankey says the company is leaning into a more market-based culture and argues that the “family” metaphor—a long-time staple of American business—has become a liability in an age of rapid technological disruption. Photo: Sean T. Smith for the WSJ Leadership Institute

https://m.wsj.net/video/20260106/5f5b15bc-2556-4601-ae40-6d4c176dd346/1/hls/manifest-hd-wifi.m3u8

AT&T CEO John Stankey says the company is leaning into a more market-based culture and argues that the “family” metaphor—a long-time staple of American business—has become a liability in an age of rapid technological disruption.

AT&T CEO John Stankey: Why the ‘Corporate Family’ No Longer Fits

There was a very interesting memo and long memo that you wrote 2,500 words about culture.

Is it 2,500 words?

I believe it was 2,500.

It was probably 4,000 when I finished so give me credit for compressing.

And that was before you could, you know, you could have used ChatGPT to cut it down.

You don't think I ran it through it?

Did you?

I absolutely did.

Did it make some good suggestions?

It made some suggestions.

Okay, I'm gonna ask you about which phrases were yours and which, but I wanna make sure this crowd knows. If you didn't see it, it was published in a competing news organization in August. I'm not gonna mention the news organization, but search the memo and you can find it. Fascinating memo, relevant to everybody in this room, about what a company culture should be. You talked about a market-based culture, less of a loyalty culture. You never used the word family, but as I was reading it, I was saying, hey folks, we're not a family. That's not what this is. This is not we're loyal to you to the end. This is about you perform and you get rewarded. Am I over-reading it?

No, you're accurate on that statement. I have this explicit discussion internally. I hate to break the news to people, but there are members of my family I would not hire. I'm dead serious. There are members of my family I'd love to hire, but there are members of my family that would not fit into the mission and the direction of our business and be a good fit for our company. And so when people use the word family, and I love my family members, they will always be welcome at my table and I will always be there to support them and do everything I need to do to make sure that they get through their lives in a productive way and the way that fits for them, that doesn't mean they're right for AT&T. So I never use the word family because family indicates that, by some default, you belong to something. And I don't believe markets like that we're operating in, technology, afford that.

You don't have a right to be here. You're here if you...

You earn. And similarly, the company has to earn the right for your skills and abilities. We have to do the right things to give you stimulating work that you're engaged in, that you want to come in and contribute on.

That was a really important distinction and it's a really hard thing for some people to move through.

The WSJ Leadership Institute Presents: Leaders. A new podcast series bringing you revealing conversations with top executives shaping business today. Hosted by Alan Murray, president of the WSJ Leadership Institute, the series goes beyond headlines to explore how leadership really works in times of upheaval, transformation, and uncertainty. Our first episode was released Monday, Sept. 22, at 5:00 a.m. ET, with new episodes every other Monday.