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My name is Dele.
I'm the vice president and chief information officer
of the law, and compliance and business ethics department,
and I've been with Prudential for 14 years.
The qualities of the Prudential leaders that have helped me
to develop are authenticity, integrity, competency
and loyalty.
The Prudential senior leaders not only walk it,
but they actually talk it.
They actually deliver in a way that makes you proud
to be a part of the team,
makes you think about doing business the right way,
and allows you to feel that you can drive for a good career,
but work/life balance is also important.
So you can be authentic in terms of who you are personally,
but then strive for professional excellence.
A lot of times people who are very good at things,
they have certain books or websites that they leverage
that kind of like got them to where they needed to be.
Nurturing and leveraging talent at Prudential
is something that you take with great care and great focus.
Talent management has been actually
one of our major leadership competencies
that we've installed in the last two years.
The approach that I personally take around talent management
is one of assessing someone's skills,
making sure that they're in the right opportunity
that matches their skills,
and give them the kind of challenges
so that as they succeed, they can get reward and recognition
that gives us sustainable growth and good performance excellence.
Let's discuss the impact of the budget
during the finance meeting.
My latest assignment, I would say, is a stretch assignment.
I had the opportunity to become the chief information officer
for the law department in October of last year.
That's an opportunity that's provided tremendous growth
in terms of managing a larger budget,
managing key deliverables for the general counsel's office
and getting an opportunity to work
in a senior leadership position that I really wanted,
but had the opportunity to do in a meaningful way.
I've had the good fortune to travel to Ireland and to Japan
throughout my career.
In particular, the opportunity to go to Japan
a number of times in 2009 was based upon our need
to insource infrastructure services
for our Tokyo business units.
That gave me the opportunity to work with people
from a different culture and who had a very different way
of getting the job done.
The common denominator was the strong focus
on doing things the right way,
and as well as doing things with excellence.
The different culture and challenges that that brought
were really a great stretch assignment for me
and it paid dividends when I got back to the States
because I had a broader perspective
on how to work with people
from different cultures and backgrounds.