Hi everyone, I'm Nicola Tangan, the CEO of the Norwegian So On Wealtham. Today, I'm in really good

company because I'm here with the one and only Jamie Diamond. He runs the largest bank in the world,

20 years at the helm, and his annual shareholder letters are mandatory reading for everybody

in the financial sector. We recorded this live on stage at our investment conference in Oslo. We are

proud investors in JPMorgan. Jamie, welcome to In Good Company. J.P. Morgan's origins

traced back to 1799 to a company founded to supply water to a growing New York City. It quickly

evolved into a bank and shaped its lasting legacy.

Over the next two centuries, it grew alongside the economy, financing railroads, supporting

industry, and expanding with global trade, but its role became most visible in moments of crisis.

In 1907, as panic spread through the financial system,

J.P. Morgan helped organize a response, stabilizing markets at a critical moment and exposing the

need for a central bank. Through the Great Depression, it endured one of the most severe

economic downturns in modern history. In 2000, the merger of J.P. Morgan and Chase Manhattan created a new kind of institution,

and in 2008, it stepped into the center of the crisis, acquiring Bear Stearns and Washington Mutual,

built on generations of decisions and culture.

Today, J.P. Morgan Chase stands among the largest and most influential financial institutions in the world.

Welcome. Well, warm welcome.

When we look at these pictures showing the history, the first question has to be, what is the culture that has made you able to be so successful now after 200 years?

First of all, welcome everybody. Thrill to be here. He is persistent, by the way.

When he asked me about, do I come in 2025? I said, I can't. He said, what about this date in 26? So here I am. I am thrilled to be here. It's wonderful. The cultures are, my whole life

I was always cautious about when you talk about culture because you can say words, A lot of companies say employees, customers, and they don't mean it.

So the real way you develop a culture is you're just driving it with grit and courage, like every meeting, everything you do, every trip you make, every person you hire, every person you fire, that you really is about doing the right thing for the customer eventually.

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