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8 days ago

IT Project Manager

Vanguard Valley Forge, PA

within the newly formed Global Sourcing Office: helping set direction at both the strategic and tactical levels, defining critical success factors… Vanguard

8 days ago

IT Audit Manager

Vanguard Valley Forge, PA

• Manages staff. Provides guidance, training and motivation as necessary to develop staff. • Hires, evaluates and counsels personnel. Follows… Vanguard

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Vanguard Chairman and CEO William McNabb
William McNabb
504 Ratings
  • Helpful (11)

    Loosening up, but still culturally rigid and too hierarchical to adapt to market needs.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Anonymous Employee in Valley Forge, PA
    Former Employee - Anonymous Employee in Valley Forge, PA

    I worked at Vanguard

    Doesn't Recommend
    Negative Outlook
    Approves of CEO
    Doesn't Recommend
    Negative Outlook
    Approves of CEO


    - Retirement plan benefits are in line with cultural vision.
    - Stable company with decent benefits and becoming less rigid with more nuanced expectations across different job roles.
    - Efforts are made to appear culturally inclusive as the need for talent expands due to demographic shifts in client base.
    - Surprisingly loyal company with smart amount of discretionary temp workers, making full-time employees entitled to job protection with market fluctuations.
    - Nice place to start a career.


    - Publicly, there's lots of bravado of being leader in asset management, but privately, there's lots of confusion over business goals and company direction towards pushing advice vs. self-directed, inactive clients.

    - Outside consultants have clearly told someone at the company that more assertiveness is needed in selling to squeeze more from a low-margin, high-volume business.

    - Got the sense of a culture of Ayn Rand zealousness.

    - Lots of talk about "innovation," "creativity" and a desire for "strategic" thinking, when in reality, an established, risk-averse company does not want or value non-conformist thinking.

    - Overly complex and rigidly hierarchical "management" layers, with people in roles that have no true influence and decision matrices that create stagnation, fear of error, little-to-no time for skills upgrades and training.

    - Job satisfaction will totally depend on which team you are placed in and which random project you're assigned to, along with who you know. You have zero control of that.

    - False sense of libertarian utopia and people pretending they have "ownership" of what they are told to do.

    - Rigid delivery schedules with on-time, under-budget quantifiers don't allow for quality and effectiveness and measurements of project success.

    - Administrative "leaders" are given compensation and credit out of scale with those making tangible contributions.

    - Work-life balance doesn't work if you want recognition and promotion and willing to wait a LONG time.

    - Lots of middle-management rotation with select people on fast-tracks based on who they know, often leaving a mess behind them no better than when they found it, yet get promoted.

    - Surprising amounts of analysis paralysis and shockingly lacking nuance to policies, procedures, compensation, roles and responsibilities.

    - Unless you plan on committing your life to the "cause" and like a culture of just following orders, get out before your market-valued skills are diminished. Use the highly-recognized name on your resume as a stepping stone elsewhere.

    Advice to Management

    - While lots of volumetric growth and slow-and-steady process has been effective, there are far too many sycophants in middle management roles.

    - Recent shifts have improved the physical work environments (new real estate purchase from former Wyeth buildings), it hasn't changed the limited role and rigid silos preventing clear and honest communication.

    - Surprising amount of time spent rallying troops from desperate division leaders who can't increase compensation in many areas that are to scale with industry

    - Reevaluate job descriptions and be more specific on role, skills and expectations with job evaluations based on individuals competing against themselves and not others

    - Re-evaluate preconceived notions of job roles and reduce administrative roles having so much power over things they know so little about.

    - Be cautious of the fake-it-till-you-make-it crowd working its way up the "ladder" on the backs of others, especially contractors who aren't provided benefits and compensation employees are.

    - Consider encouraging more direct language and review HR policies to make job roles more specific.

    - Be cautious of people without subject matter expertise in high profile roles obscuring information they don't think leadership can handle.

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