This document provides a strategic analysis of the decision-making process within AT&T Asia Pacific. The analysis contains an in-depth discussion of AT&T's strategic decision in terms of Linstone's (1984) multiple perspectives approach and Parkin's (1994) power model. According to Parkin (1996: 155), strategic decisions can be divided into organizational decisions and social decisions. The consequences of social decisions affect society as a whole and the process involves parties outside of organizations. This article mainly focuses on the organizational aspect, where parties from different levels of AT&T participate in the final decision making. AT&T provides professional network service to businesses. Services for the Asia Pacific region include an integrated global business management system, Internet data centers, voice over Internet protocol, virtual private network and data hosting. In order to provide a complete network solution to customers, AT&T, at the backend, is supported by its own data center/network, protocol and submarine cable network. AT&T offers a network solution to one of its large customers BHP Billiton. BHP Billiton has subsidiaries in more than 30 countries and plans to set up a professional network for better internal communication. The project will involve setting up around two hundred network sites in different countries within a tight time frame. The success of this contract will enable the AT&T Asia Pacific team to earn double its existing annual revenue. This would be very attractive for AT&T due to the loss of a number of customers following the economic crisis earlier this year. An effective strategic decision process, as discovered by...... middle of article......//findarticles.com/p/articles/mi_qa3713/is_199801/ai_n8765335/ [2009, October 2] Harrison FE and Pelletier MA (1993) “A Typology of Strategic Choice”, Technological Forecasting and Social Change, pp. 44Hickson DJ et al (1986) “Top Decisions: Strategic Decision Making in Organizations”, Basil Blackwell, OxfordKriger MP and Barnes LB (1992) “Organizational decision making as hierarchical levels of drama”, J. of Management Studies, flight. 29, pp.4Linstone HA (1984) “Our Proposed Perspectives”, in Multiple perspectives for decision making: bridging the gap between analysis and action, North-Holland, New York, pp. 39-84Parkin, J. (1994) “A Power Model of Urban Infrastructure Decision-making”, Geoforum, vol.25, No. 2, pp. 39-84. 203-211Parkin, J. (1996) “Strategic Decisions”, in Management Decisions for Engineers, 6th edition, London, Thomas Telford, pp.155-171