A Quote by Jamie Dimon

I learn from all our major competitors, whether they're in or out of the U.S. Wells Fargo is very actively, very aggressively, and very successfully building its U.S. investment bank.
I've always felt there was something wrong with Wells Fargo's culture, for a very, very long time.
We must move aggressively in Asia-Pacific because our competitors like China are moving very swiftly to tie down a regional trade agreement that leaves... our farmers and our workers and our businesses out.
It's an unwritten rule that when you move to California and you're an English person, you have to drive a convertible, and you have to bank with Wells Fargo because they have a stage coach on their bank card.
The cultural issues, I think, at Wells Fargo went very, very deep. They have to unwind these cultural issues.
Wells Fargo behaves better than the average big bank. But nobody's perfect.
As a matter of fact 25% of our U.S. investment banking business comes out of our commercial bank. So it's a competitive advantage for both the investment bank - which gets a huge volume of business - and the commercial bank because the commercial bank can walk into a company and say, "Oh, if you need X, Y and Z in Japan or China, we can do that for you."
A number of former Wells Fargo employees have described their work environment characterized by intense pressure to meet aggressive and unrealistic sales goals. In a 2010 letter to shareholders, Mr. Stumpf wrote that Wells Fargo's goal was eight products per customer because eight rhymed with great.
I'm worried about greenwashing. I think we should come down on it very, very hard, whether it's with criminal intent or actively deceptive.
Lethargy bordering on sloth remains the cornerstone of our investment style. The exception was Wells Fargo, a superbly-managed, high-return banking operation in which we increased our ownership to just under 10%, the most we can own without the approval of the Federal Reserve Board.
Wells Fargo's internal review only covers unauthorized accounts dating back to 2011. News reports and court documents suggest these problems might have existed long before then. The 2013 'Los Angeles Times' articles led to the L.A. city attorney's office investigation into Wells Fargo's sales practices.
The issue for the major companies is how, is how when and where to make their content online. So you look at these major cable companies, whether it's Disney or Time Warner, News Corp., ESPN, USA, they're being very very careful, about making their content available over the internet, and they're trying to figure it out.
I was involved with Wells Fargo Bank as a consultant in the late 1960s and early 1970s, when I suggested to them that they develop a product that has become known as index funds.
Championships, I get it, it's very, very important. But I also know that my competitors will probably say that I'm one of the toughest competitors and toughest guys to beat. That's all I really care about, is having the respect of them.
We knew, very early on, that we had to be very, very clear that directors need to speak to actors and actresses and be very clear about what is expected, and find out whether they're comfortable with that. Wardrobe has to be in place. There have to be checks.
I don't know the extent to which they do business [ in Wells Fargo]. I just want to see how this thing continues to unfold and if they have a legitimately major change in their culture.
They made a mistake. And it was an easy mistake to make. I don't regard setting incentives aggressively as a mistake. I think the mistake was, when the bad news came, they didn't recognize it directly. I don't think that impairs the future of Wells Fargo. They'll be better for it.
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