The current managing partner. She has surrounded herself with execs from other firms with the goal of 'modernizing the firm' (essentially gutting it and starting over). Management and leadership used to support associates by providing us with resources that allowed us to grow and make a meaningful impact on our work. Many of the partners and directors don't understand the classic 'Jones culture' because they've only worked here a few years, and many other roles have been outsourced to India. Working your way up from the inside is incredibly difficult to do under the new structure. The sense of belonging to a team has all but disappeared. Leadership works in silos and essentially dictates what needs to be done. There is very little collaborative decision making- you are a badge number and are expected to come in and do you job. That's it. When I started in 2009 I had so many leaders and senior associates help me devlop and push me to grow. It's not quite the same now. The turnaround rate within leadership the last few years or so was alarming. I had 5 different leaders in 5 years; and that's not to mention the changes in product owners, business owners, product delivery managers, etc. Leaders in tech don't stick around long enough to invest in your development, so you better be sure you do it yourself or you'll be 'reimagined' into working somewhere else. Edward Jones owning a relationship-based culture is a thing of the past. It's not a working partnership, there isn't a focus on collaboration, and unfortunately it's no longer a great place to build a career. I worked there for 16 years, and it's a real shame to see what Penny has turned that place into.
