rold Greene presided resulted in the divestiture of the Bell System companies by AT&T. This marked the begin- ning of more change in the telecommunications industry. New players came in to sell systems and services. The RBOCs, also known as Baby Bells, were the result of this break up of AT&T. Although AT&T retained its long dis- tance network and the capability to sell business telephone systems, it gave up the ownership of the regulated local tele- phone companies which became part of the newly formed RBOCs. There are still separate telephone companies today regulated by the state utility commission. Each provides local telephone ser- vice, handles local telephone calls and switches long distance telephone calls to the appropriate carrier. Separate companies within the RBOC may sell business telephone systems and other telephone equipment, although not all do. Since their inception, the RBOCs have had to surmount regulatory restrictions to ob- tain the right to compete in existing markets, including long distance telephone calling and other emerging markets, such as the sale of information. 302 - The Telecom Handbook CHAPTER 14 Most services sold by the local telephone companies con- tinue to be tariffed. Although a movement toward detariffing is underway. Tariffing entails a review by a state utility commis- sion. The tariffs are incorporated into a voluminous set of written service descriptions and prices. Any time there is a price in- crease or a new service is introduced it is subject to review by the commission. Although the 1984 divestiture ended AT&T's monopoly in the telecommunications industry, competition had not material- ized as had been expected. As technology continued to develop in the 1990's, the MFJ's process for allowing RBOCs to offer new telecommunications services was becoming obsolete. Pro- cedures under the rules created numerous legal delays. For example, the RBOC had to go through a process to get permis- sion to offer any new services to its customers. This was a long, drawn out proced