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When annual of the Wells Fargo fake-­accounts aspersion bankrupt this accomplished September, the company’s banal responded as it had for abundant of the year: It rose.

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A U.S. agent would anon characterization the coffer “a bent enterprise,” late-night television hosts would back-bite it mercilessly, and plaintiffs would book lawsuits that the aggregation afresh estimated could amount it billions of dollars. Yet on that Thursday in September—as one of the drifter and added abandoned cyberbanking scandals in anamnesis was actuality appear to the world—Wells Fargo’s allotment amount ticked blithely upward.

Investors alone yawned at the adumbration that its advisers had created as abounding as 2.1 actor affected bead and acclaim agenda accounts for aimless customers—a “widespread actionable practice,” in the words of the Consumer Banking Aegis Bureau, that affronted that government regulator to bang the coffer with its largest-ever penalty, a $100 actor fine; the coffer additionally paid $85 actor to achieve with the Los Angeles City Attorney and the Appointment of the Comptroller of the Currency. Wall Street analysts were as awestruck as investors; none of the 30-plus sages who awning the company—No. 25 on this year’s Fortune 500—issued any burning reassessments. Alike three weeks later, with little breach in the baking headlines, John Stumpf, again Wells Fargo’s CEO, was calmly cogent a House lath that the aspersion was “absolutely immaterial.”

In a attenuated sense, he was right. The aggregation would go on to acquire $5.3 billion in the division afterward the scandal—and addition $5.5 billion in the best contempo period, catastrophe in March—keeping complete a biggy balance band that now runs to 18 afterwards abode of accumulation aloft $5 billion, a accomplishment accomplished alone by one added aggregation in contempo history: Apple. Aftermost year, Wells Fargo was the fourth-most-profitable aggregation overall, abaft alone Apple, JPMorgan Chase, and Berkshire Hathaway.

Bank deposits are up significantly, extensive an best aerial of $1.3 trillion. And the company’s banal has blithely followed suit, aggressive 20% from its cursory dip in October. So, yes, with the barring of the avenue of Stumpf himself (who abruptly retired in October), an alien would be hard-pressed to see any signs of “material” fallout from ghost-account-gate.

As aloft COO Tim Sloan, who replaced his old bang-up as CEO, told Fortune in May: “If we were to punch the time apparatus aback to the summer of aftermost year and say, ‘This is what’s activity to appear to Wells Fargo over the aing six months: Could Wells Fargo abide to achieve over $5 billion of balance [per quarter]?’ I anticipate it would be reasonable for bodies to say, ‘Well, that’s not gonna happen.’ But attending what’s happened.”

Indeed.

Chart shows Wells Fargo anniversary assets aback 2012

Nicolas Rapp

And yet, as Sloan candidly attests, there was cogent fallout from the scandal. Wells Fargo faces a abiding amount that the anniversary numbers don’t reveal. “From a reputational standpoint—how our barter feel about us, our aggregation members, how added stakeholders feel about us—there was acutely some impact,” says Sloan, a affable 57-year-old Michigander who, afore aing the C-suite, formed on the business-­banking ancillary of the company. Abstracts backs him up. Perennially ranked by its accumulated aeon as one of the World’s Best Admired Companies (it was No. 25 on Fortune’s 2016 agenda of all-stars), Wells Fargo didn’t achieve the annual at all this year. Likewise, the bank’s baronial in Harris Poll’s latest analysis of accumulated reputations amid the accepted accessible has plunged from 70th to 99th abode amid the 100 “most visible” companies, aloft alone Takata, whose abnormal airbags accept been active in several deaths, according to the U.S. government. It’s “the bigger bead anytime measured” in the acceptability poll’s 18-year history, Harris says. Some cities, moreover, accept accounted Wells Fargo so baneful these canicule that they accept said they’ll burden from administering new business with the bank.

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As this adventure was closing in aboriginal June, a federal adjudicator in San Francisco was reviewing—and looked acceptable to approve—Wells Fargo’s proposed $142 actor adjustment of a class-action accusation brought by consumers over the affected accounts. Added cases, including lawsuits brought by Wells Fargo employees, shareholders, and others, abide alteration and could prove expensive. The company’s latest estimates of “reasonably possible” activity losses ambit as aerial as $2 billion. Compounding the risk, federal and accompaniment prosecutors accept been allurement the aggregation for advice and could still adjudge to accompany bent charges. All of this continues to adhere over the 165-year-old stagecoach aggregation and could added befoul its once-­wholesome reputation.

Wells Fargo CEO Tim Sloan rehearses for a aggregation boondocks anteroom in May at the Pasadena Convention Center.

Spencer Lowell for Fortune

One admeasurement of that concern—hollow admitting it may seem—was the actor vote at the company’s anniversary affair in April, breadth several admiral about managed reelection admitting the bank’s enviable accumulation streak. Administrator Steve Sanger accustomed alone 56% of the vote. “When you get aloof over bisected the vote and you’re active unopposed, commodity is wrong,” says Charles Elson, a Wells Fargo actor and administrator of the University of Delaware’s John L. Weinberg Center for Accumulated Governance. “The lath needs to be refreshed. Everybody who’s been there added than bristles or 10 years should go.”

Sloan, to his credit, has taken on the claiming with force and alike some urgency. “We’re focused on remediating and acclimation aggregate that we’ve broken, and again additionally architecture a bigger aggregation over time,” he tells Fortune, emphasizing that the aboriginal assignment on that annual is to clean assurance with advisers and customers: “It’s abundant added important for us to achieve abiding we’ve got the appropriate aggregation associates in place, affective that team, and creating that ability than it is for us to focus aboriginal on our investors,” he says. At atomic for now, Wells Fargo’s bigger and best acclaimed shareholder, Warren Buffett, has declared his acceptance in the company, with Buffett’s Berkshire Hathaway allegedly captivation on to best of its 500 actor shares.

Key to acclimation Wells Fargo is compassionate how it got burst in the aboriginal place. “How could it be such a acknowledged coffer and get into such abysmal trouble?” asks Harvard Business School assistant Bill George, a Goldman Sachs director, aloft Medtronic CEO, and Wells Fargo chump and shareholder. How could so abounding acute bodies accept been so amiss for so long?

It’s a alarmingly important question, and Fortune spent several months aggravating to afford some ablaze on the answer. The catastrophe for this case abstraction has yet to be accounting and may not be for some time. But the adventure so far does activity some sobering takeaways.

One of those is a assignment for every com­pany. Harvard’s Bill George sums it up well: “No one can say this can’t appear to us.”

Every annual of accumulated aspersion begins with culture—and Wells Fargo’s culture, at atomic in one arresting articulation of the company’s business, fabricated it the affectionate of abode breadth frontline advisers could feel adventurous and abandoned abundant to assemble millions of chump accounts. It additionally created an ambiance breadth such behavior could be concealed, minimized, and foolishly abandoned by higher-ups. But the adventure is hardly that simple. The culture’s affliction appearance were also, in their added amiable forms, key to the bank’s knockout success, transforming it from America’s No. 9 coffer in the backward 1990s, operating mostly in California, to the country’s best admired coffer for a time—and even, in 2015, the best admired coffer on earth, advanced of Industrial and Commercial Coffer of China. Today it’s No. 2 globally, abaft alone JPMorgan Chase.

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That dichotomy wasn’t everywhere at Wells Fargo—but it was axial to the appearance at the company’s retail cyberbanking unit, accepted internally as the Community Bank, which is the company’s biggest, best assisting articulation as able-bodied as its accessible face.

Leaders there didn’t anticipate of themselves as bankers accouterment casework but rather as retailers affairs products, and they “regularly likened the retail coffer to nonbank retailers,” says the analysis address of a appropriate lath set up by Wells Fargo’s lath in the deathwatch of the scandal. For example, the bank’s branches weren’t declared “branches”; they were “stores.” Aback agent about-face accomplished 41% in one 12-month period—worryingly aerial for a bank—managers articular that the cardinal was accustomed for a broker and appropriately no annual for concern. But aerial about-face meant abounding advisers were acutely inexperienced—which became a compounding botheration aback it came to hawking added cyberbanking casework to customers.

“Cross-selling,” it’s called, and about all banks appetite to do added of it. Once a chump opens a blockage or accumulation account, maybe he or she would additionally like an auto accommodation or defalcation aegis or a acclaim card. The added articles a chump has with a bank, the added money the coffer makes and the beneath acceptable the chump is to leave. That’s why all banks cross-sell. But arguably no coffer has anytime done it with the delirious acuteness of Wells Fargo.

The attraction with cross-selling dates aback to Wells Fargo’s 1998 accretion by Minneapolis-based Norwest, whose CEO, Richard Kovacevich, adopted the added acclaimed Wells Fargo name for the alloyed business. He apprenticed advisers to “Go for Gr-eight,” accomplishing an boilerplate of eight cyberbanking articles per customer. This seemed an crazily aggressive goal; at best banks the boilerplate was two or three. But Kovacevich ashore with it. So did Stumpf, a Norwest broker who ran the retail coffer afore afterwards Kovacevich as CEO. And so did Carrie Tolstedt, addition Norwest broker whom Stumpf advised “the best broker in America.” She ran the retail coffer from 2007 until the aggregation appear her retirement at age 56, six weeks afore the aspersion became public. “Go for Gr-eight” remained the retail bank’s declared ambition until aftermost year. One aftereffect of this hard-charging sales ability was that Wells Fargo became the backbiting of the industry, accomplishing aerial ascendancy in articles per customer: an exceptional 6.1, vs. an industry boilerplate of 2.7. Bankers everywhere wondered how they did it.

Former CEO John Stumpf waits to affirm afore the Senate Lath on Banking, Housing, and Urban Affairs on Sept. 20, 2016.

Pete Marovich — Bloomberg via Getty Images

Every authoritative affairs has a activity span. Advisers eventually amount out how to d the program, or the ambiance changes and it no best serves a advantageous purpose, or it accomplishes all it can accomplish. All those things happened with “Go for Gr-eight.” But arch leaders seemed absent to these limits, and as the affairs agitated over abounding years, they did little to rein it in. Whenever a agenda of attention rang, the company’s Kafkaesque ascendancy aside able action.

An aboriginal admonishing appeared in the bounce of 2002, aback about all the advisers of a Colorado annex accordingly gamed the affairs in an accomplishment to accommodated sales goals, including by arising debit cards that barter didn’t ask for. The lath address explains that battlefront anybody as appropriate by federal law would accept larboard the annex about empty, so Wells Fargo abiding a authoritative barring that accustomed some lower-level workers to stay. Anybody abroad in the annex retired or was terminated.

Such behavior—opening accounts or arising articles that barter didn’t ask for—was and is adjoin the rules at Wells Fargo, and aback the coffer begin advisers accomplishing so, as it added did afterwards 2002, it would blaze them. Arch leaders believed they were appropriately acclamation the problem. But bent advisers weren’t the annual of the dysfunction; they were mostly an aftereffect of it. The botheration was targets that couldn’t possibly be met and a high-pressure sales ability that fabricated the archetypal car dealership assume like a brainwork retreat.

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Many sales organizations address after-effects every ages or week. Wells Fargo annex managers in some regions had to address sales abstracts every hour in calls with commune managers. Annex managers accordingly leaned heavily on their agents to sell. Alike tellers were declared to advertise products, in some cases at atomic 100 per quarter. Individual advisers were consistently and about ranked adjoin one another, as were branches, districts, and regions. At every level, from tellers up through commune managers and their bosses, those who exhausted sales targets were celebrated, and those who didn’t were about humiliated, sometimes demoted, and occasionally fired.

Training in “questionable sales practices was appropriate or you were to be fired,” a aloft agent tells Fortune. “We were consistently told we would end up alive for McDonald’s” for not affair quotas, a aloft annex administrator told the Los Angeles Times in 2013; addition aloft annex administrator said advisers “talked a abandoned woman into aperture six blockage and accumulation accounts with fees accretion $39 a month.” That bi-weekly commodity sparked an analysis by the Appointment of the Los Angeles City Attorney, arch eventually to the accomplishments brought by that appointment and the others that were acclimatized aftermost September.

“Managers consistently hound, berate, demean, and abuse advisers to accommodated these aloof quotas,” the Los Angeles clothing alleged. “Managers generally acquaint advisers to do whatever it takes to ability their quotas. Advisers who do not ability their quotas are generally appropriate to assignment hours above their archetypal assignment agenda afterwards actuality compensated for that added assignment time, and/or are threatened with termination.”

The bulletin was bright to anybody in the retail bank: “The avenue to success was affairs added than your peers,” the board’s analysis found—not advantage or chump satisfaction, but artlessly affairs added articles to anniversary customer. Anybody knew the goals were arduous fantasy for abounding branches and employees. At some branches not abundant barter absolved in the door, or breadth association were too poor to allegation added than a few cyberbanking products. Coffer leaders declared all-embracing quotas “50/50 plans” because they ample alone bisected the regions could accommodated them. Yet no excuses were tolerated. You met the quotas or paid a price.

The anticipated result: affected accounts. Advisers began arising arrogant acclaim cards to absolute barter or aperture added bead accounts with affected email addresses (such as “[email protected]”) so the chump would never know. A hardly safer tactic was to accessible apparition accounts for accompany and family. The board’s analysis begin a annex administrator who had a boyish babe with 24 accounts, an developed babe with 18 accounts, a bedmate with 21 accounts, a brother with 14 accounts, and a ancestor with four accounts.

That was added than bad enough, but an alike worse cultural botheration was what happened college up: nothing. Or at atomic annihilation effective. As signs of agitation army alarmingly for years, top leaders consistently underreacted. The affidavit were several, none of them altered to Wells Fargo or to banking.

Ever aback the Norwest takeover, the aggregation had maintained a able attitude of acquiescence to the leaders of anniversary business unit, who were apprenticed to “run it like you own it.” Kovacevich declared himself a “CEO of CEOs.” The approach was that everything, including accident management, formed bigger aback decisions were fabricated afterpiece to the customer. Tolstedt, the retail cyberbanking head, was accordingly accepted to booty abounding allegation of any problems in her business, and the allegorical accepted of acquiescence meant she was not pushed adamantine on the phony-­accounts botheration until backward in the game.

Carrie Tolstedt, the aloft arch of the retail bank, “did not like to be challenged or apprehend abrogating information,” assured a Wells Fargo investigation, formed in the deathwatch of the scandal.

Louis Lanzano — Bloomberg via Getty Images

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That ability accepted decidedly alarming with Tolstedt at the captain because she was “insular and arresting and did not like to be challenged or apprehend abrogating information,” the board’s analysis concluded. “Even arch leaders aural the Community Coffer were frequently abashed of or beat from airing adverse views.” (Tolstedt has not appear about aback abrogation the bank, and she did not acknowledge to an account appeal from Fortune conveyed through her lawyer. Aback the lath issued its findings, her advocate said, “We acerb disagree with the address and its attack to lay accusation with Ms. Tolstedt. A abounding and fair assay of the facts will aftermath a altered conclusion.”)

Compounding the botheration was a abortive added band of defense: a accumulated ascendancy so sprawling that all its elements could allegedly balk abounding albatross for the scandal. For example, the accumulated arch accident administrator had no ascendancy over the retail bank’s accident officer, who appear alone to Tolstedt. The HR administration admired agent bad behavior as an affair of training, allurement compensation, and accomplishment management. The centralized investigations and analysis administration looked for problems but didn’t adduce solutions; akin the sales and account conduct blank team. The law department’s application area focused mainly on activity risks from battlefront employees.

These are alone a accessory atom of the individuals, offices, committees, boards, departments, groups, assignment forces, and teams that advised sales problems in the retail bank. Anniversary anxious itself with its assigned allotment of the issue; no one looked for the base annual or envisioned big-picture consequences. “Bureaucracies adulation to lie to themselves,” says University of Michigan administration ascendancy Noel Tichy. “The hardest affair is to get a ascendancy to be honest.”

At the top of this ascendancy was Stumpf, whose apathetic acknowledgment to advice that should accept triggered loud alarms is one of the best arresting appearance of the scandal.

Internally appear cases of sales gaming rose from 63 in 2000 to about 680 in 2004. In the added division of 2007, aggregation administration accustomed 288 allegations of agent sales misconduct; that amount soared to 1,469 in the fourth division of 2013. Yet aback Stumpf was told that the retail coffer was battlefront 1% of its advisers every year for sales candor violations, he saw it as accomplished annual because it showed that 99% were afterward the rules. He common the point in an email to Sloan: “Do you apperceive alone about 1% of our bodies lose their jobs [for] gaming the system, and about 2/3 of those are for gaming the ecology of the system, i.e. alteration buzz numbers, etc. Annihilation could be added from the accuracy on banishment articles on customers. In any case, appropriate will win and we are right. Did some do things wrong—you bet and that is declared life. This is not systemic.” (Stumpf, through his lawyer, beneath a appeal for an interview.)

Just as Stumpf and about anybody abroad focused too about aback attractive entering (“This is not systemic”), they additionally focused too about aback attractive outward. They figured, accurately but narrowly, that absolute banking abuse to barter from sales gaming in the anatomy of baseless fees and penalties was bush in Wells Fargo’s all-embracing results. But no one seems to accept envisioned the reputational threat—specifically, to accept absurd how annual media and amusing media would acknowledge to the words “2 actor affected accounts.”

CEO Sloan, at the May 16 Boondocks Anteroom in Pasadena. Afresh he refocused the retail bank’s allurement plan to accolade advisers for college chump satisfaction, not artefact sales.

Spencer Lowell for Fortune

Which brings us to Sept. 8, 2016, aback Wells Fargo appear it would pay $185 actor to the City of Los Angeles, the Consumer Banking Aegis Bureau, and the Appointment of the Comptroller of the Currency. The accessible acknowledgment bound fabricated bright how abominably the bank’s leaders had underestimated that announcement’s effect—even if shareholders were still mostly unalarmed.

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As Senate and House committees summoned Stumpf to testify, admiral and admiral switched into crisis mode. “Tim [Sloan] absolutely stepped up and affective the aggregation by the collar alike afore John’s fate was determined,” addendum David Carroll, who runs the company’s abundance and advance administration business. Aural bristles canicule the aggregation appear that all sales goals at the retail coffer would be eliminated. By September’s end, the lath had clawed aback $19 actor account of banal awards to Tolstedt, denied her severance pay or a 2016 bonus, and bent that she should be accursed for cause. It additionally rescinded—reportedly at the CEO’s own request—$41 actor of unvested banal for Stumpf, who stepped bottomward from his roles as administrator and arch controlling on Oct. 12.

With the board’s absolute support, Sloan has aback fabricated ample authoritative changes that are the basement for ability change. Alike afore the aspersion became accessible (but while the settlements were actuality negotiated), he had orrated Tolstedt’s retirement and her backup by Mary Mack, who was active the allowance business and who had appear to Wells Fargo in its 2008 takeover of Wachovia. On Jan. 1 he instituted a new allurement advantage plan in the retail coffer that pays advisers on the base of chump accomplishment and accomplishment of aggregation goals, amid added measures, but not artefact sales goals. The branches aren’t “stores” anymore; they’re branches. No one in the aggregation gets evaluated on articles per customer, and afterwards about 20 years, the aggregation no best letters that cardinal to investors.

Repairing a analytical structural error, Sloan has absolutely centralized the accident and HR functions, so the leaders of those departments in the business units now address to their accumulated chiefs afterwards alike a dotted band to the business assemblage head. He circumscribed abundant of the all-inclusive risk-control ascendancy into a new appointment of ethics, oversight, and integrity, answerable to the board’s accident committee. In February the lath accursed four added retail coffer admiral for cause, and in April it clawed aback an added $47 actor of Tolstedt’s pay and an added $28 actor of Stumpf’s.

All of that bare accomplishing afore Sloan could assuredly alpha the culture-change activity in earnest. He knows that ability doesn’t appear from policy; it comes from leaders’ circadian behavior, and it cascades. What will he ask of his absolute reports? Who will get promoted? How will frontline workers be evaluated, promoted, paid? Crucially important: What will appear aback an agent calls the belief hotline?

“With 269,000 employees, it’s assured that there are some who will lie, cheat, and steal,” says the University of Michigan’s Tichy. “The catechism is what the leaders will do to abash it, ascertain it, and accord with it.” Every agent will be watching for the answers.

In aggravating to change its culture, Wells Fargo holds an advantage over best big, old, acknowledged companies. As an admixture of abounding banks, it doesn’t accept a acutely rooted, oak-strong ability like, say, Accepted Motors had aback CEO Mary Barra launched her culture-change accomplishment afterwards the 2014 ignition-switch scandal. With Norwesters Stumpf and Tolstedt gone, and the capital elements of the Norwest model—extreme decentralization and “Go for Gr-eight”—purged, Sloan faces an befalling to actualize commodity new: a strong, companywide, abnormally Wells Fargo culture.

It can’t appear quickly. “It takes years to behave your way out of a botheration like this, to become the aggregation you dream of becoming,” says Douglas Conant, who adapted Campbell Soup’s ability and rescued the aggregation in the aboriginal 2000s. Wells Fargo today doesn’t allegation rescuing, aloof fixing—and it needs addition to brainwash the appropriate culture. If Sloan charcoal CEO until he’s 65, and remembers that ability is what he’s creating with his every act every day for the aing eight years, he could do it. 

A adaptation of this commodity appears in the June 15, 2017 affair of Fortune with the banderole “Can Wells Fargo Get Well?”.

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