The Guardian
What holds, and what fails, under pressure, standards and accountability.
Penny Pennington reads as The Guardian because her leadership identity rests on received obligation rather than personal imprint. She studies Edward Jones's founders like primary texts and anchors the culture in the portraits on her office wall, framing her role as tending and expanding a legacy rather than redirecting it.
“Where they see organizations that are trying to be part of solutions, that that is driving consumers to buy differently. So you can expect that that's going to happen in the investment markets as well.”
“Public got a reminder of what significant volatility and a deep reduction in the stock market felt like. And it took 10 years to rebuild from that. The difference with the effects of what I've called a triple pandemic over the past eight months or so is that the ignition switch had nothing to do with the economy or the financial markets.”
“So I'm reading a book called Agile Transformation Without Chaos. It focuses on the way that companies are organized to create better experiences for consumers and clients organized in an agile way to meet the marketplace more quickly in a more experimental way. So I'm reading that.”
“We talk about gross barrier in terms of growth of impact. The impact that we want to have is driven by our purpose. Our purpose is to make a meaningful difference in the lives of more people in North America. And the part of the marketplace that we serve are serious long-term individual investors.”
Masters in Business: “Penny Pennington on Wealth Management (Podcast)”
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