Name: AT&T’s CEO on the AI Race: If You Fight It, You’re Already Dead
Uploaded: 2026-01-18T13:17:00Z
Duration: 3 min 26 s
Description: AT&T CEO John Stankey details the high-stakes race to reskill the company’s 140,000-person workforce for an AI-driven economy.

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AT&T CEO John Stankey details the high-stakes race to reskill the company’s 140,000-person workforce for an AI-driven economy. Photo: Sean T. Smith for the WSJ Leadership Institute

https://m.wsj.net/video/20260106/de1e81d3-be1a-4fce-9de2-8f04d17fbb08/1/hls/manifest-hd-wifi.m3u8

AT&T CEO John Stankey details the high-stakes race to reskill the company’s 140,000-person workforce for an AI-driven economy.

AT&T’s CEO on the AI Race: If You Fight It, You’re Already Dead

We've had a lot of conversation over the last 24 hours about the people challenge of AI. In fact, Rich Lesser, who has now been r-christened the AI dude by Senator Lindsey Graham, talked about how 70% of your time in investment needs to be on the people, only 20% or 30% on the algorithms and the technology. What have you done to get, what is it, 140,000 people who work for you to embrace this technology change?

Couple things. First of all, for everybody, we've put in place a variety of tutorials and education sessions to help them understand what--

Everybody?

Everybody, it's available to everybody through our learning platforms that we have. And they can avail themselves of these tutorials, they can learn about it, they can go through education sessions, they can get exposed to the tools that we make available to them and understand how to have simple use cases and applications.

Do they do it?

There are many who are doing it, and we pay attention to who is.

Alan: You monitor that?

Of course I pay attention to it. I wanna know who's trying to learn the skills.

You talked a little bit about your monitoring in the culture memo.

I pay attention to everybody who takes every training class in the business. That's nothing new. I wanna see who's building their skillset and where they're building it. And this is just the next set of skills that people are going to have to have. Secondly, we've built centers of excellence within the company. So we started in one central place because the scarcity of the capabilities was a big issue. We grew some of it through external intake as well as bringing people up to speed on it. That nucleus got big enough that we were then able to farm it out and put it into different departments. And so now we're at the step of actually embedding these centers of excellence in each department. So employees that are now familiar with it can go to individuals that are assigned into their department to facilitate the execution of ideas. And so that's kind of our next step. Third, we have some executive-level chartered initiatives that we're doing at the macro level to try to re-look the business, and we're using a couple different techniques on that. In some cases, there are third-party firms that wanna productize what does a AI-enabled finance organization look like? We will come in and work with you side by side to do that as long as you let us take that out and then productize that out to others after we take the complicated AT&T finance organization and figure out how to execute. So we chartered a couple of those larger projects that we're using in places where we think we can fundamentally do things, and we are also initiating some of those on our own.

So you feel pretty good about where the company is on this?

I don't feel good about anything. Look, and one is, I feel like I'm running like hell to stay competitive with everybody else who's out there to try to eat my lunch, and I don't wake up any day thinking I'm keeping pace with them. Two, I've got a lot of employees. And I sit in rooms with 'em like this and they ask me, "What does this mean for me?" And I have to honestly look back at 'em and say, "I don't know. I can tell you what I think you should be doing right now. I can tell you how you should be processing on this. I don't know how it all ends. All I can assure you is, it's not going to be the way it is today. It's going to change. If you fight that, you're already dead."

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.