Answer:
Once touted as the king of cross-selling, Wells apparently had a systemic problem that saddled employees with unrealistic sales quotas that needed to be met to keep their job. Many believe there were safeguards in place to identify falsifying documents, but managers under pressure to meet the numbers looked the other way, and executive leadership became fixated on success at cross-selling no matter what. Over time the culture landed in a dumpster-like scandal that cost 5300 employees their jobs and left Wells with a tarnished reputation.
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Learn more about Honey Shelton’s webinar Incentives and Targets – After Wells
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