![]() The context of our operation was changing, our competition was changing, our customers are changing. We have to earn that right every single day. Because what we said is, we’ve almost been-we’ve been in existence for almost 150 years, that doesn’t give us the right to be around for another 150 years. And that strategy was to become a higher-growth, less market-sensitive, and more nimble company. Lowrey: When we took over, we decided that we needed to have a different strategy. Perhaps you could just walk us through what that strategy was and how it’s playing out in the years since then. And you mentioned that the strategy you designed had both a business purpose, but also had a purpose purpose. And you were thinking about not just to address the short-term pain, which includes low interest rates-Alan, that’s the clue for you-but bigger growth and market opportunities. You and I have talked about and Alan, there’s a clue in here for you as well, that you and the board leadership were in agreement that a total transformation was necessary. McGirt: You became CEO at the end of 2018. And that’s, that’s in large part who we are. But the point is that we still have that purpose as we go forward. Now today, we have 50 million customers in 40 countries around the world. That same sentiment is carried over today. And we chose the two words “expanding access” very carefully, because those words really go back to our roots of what John Dryden wanted when he came to the United States to-Alan, as you said-form the company in 1875, which was to provide dignity to working class families to be able to bury their loved ones. And we do that through our strategy of expanding access to investing, insurance, and retirement security. But we are a purpose-driven company, first of all, and our purpose is to make lives better by solving financial challenges of a changing world. ![]() Ellen, as you said, we have a large operation in Japan, in Latin America, and the rest of Asia, in Africa as we go forward. So, Prudential is an international company, almost 50% of our revenues come from international operations. But let me first formally welcome you to Leadership Next, Charlie, and get you to tell us a little bit about what Prudential is today.Ĭharles Lowrey: I am just delighted to be here with you. We’re going to talk about all of that, we’ll get into it. And Charlie and Ellen, the other thing that impresses me is, Prudential is one of those companies that has remained committed, firmly committed to its hometown, to Newark, New Jersey. But I was able to have breakfast with Charlie recently, which was a great experience, not only because it was the first power breakfast I’ve had since the pandemic, but because this is Leadership Next, it was definitely a new power kind of conversation. And I’m so excited to say that one of my newly favorite CEOs is in the studio with you today, Charlie Lowrey of Prudential Financial, and I’m a little jealous that you’re spending time with him because I, I wasn’t able to make it into the studio today. ![]() You know why I’m saying that Ellen?Įllen McGirt: I know what you’re doing there, Alan. And I’m here with the amazing Ellen McGirt, who is the rock of Leadership Next. Welcome to Leadership Next, the podcast about the changing rules of business leadership. Listen to the episode or read the full transcript below.Īlan Murray: Leadership Next is powered by the folks at Deloitte, who, like me, are super focused on how CEOs can lead in the context of disruption and evolving societal expectations.
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