Wells Fargo presents an international case scenario in which poor management practices render the firm incompetent to continue with its operations. According to the Consumer Financial Protection Bureau Fines Regulations, opening financial accounts with false documents has incurred Wells Fargo a fine of $100 million (Verschoor 19). Basing on the Fault Tree provided above, Wells Fargo’s management’s incompetence has resulted in a legal dispute that threatens the firm’s business continuity plans. The following illustration describes the main practices that have occurred in the Wells Fargo financial crisis.
Foremost, Wells Fargo lacks a competent financial system that resulted in the loss of a billion dollars which ended up in individual financial accounts rather than the main corporate account. Notably, the financial regulations at Wells Fargo are not competent enough to curb any legal loopholes that might squander corporate resources (Sison, et al. 28). Being an international firm, the organization is expected to incorporate modern financial systems that capture the details of all transactions and any money transfer process should be accounted for. However, Wells Fargo’s employees capitalized on such loopholes in the firm’s daily operations which have resulted in legal fines and business closure of some branches.
From a different angle, it would be vital to acknowledge that Wells Fargo lacked a coherent organizational culture that would have prevented losses of financial assets. A corporate culture develops professional ethics among employees making it practically impossible to consider an illegal activity using the name of their respective organizations (Bortolotti, Stefania, and Pamela 183). Lack of business ethics in Wells Fargo resulted in unscrupulous employees that had an intention of filtering the firm’s financial resources. An efficient Human Resource Management (HRM) practice entails rewarding employees who are hardworking and exercise integrity in a firm’s professional operations. This aspect of HR lacked significantly in Wells Fargo as a multinational corporations.
Question 2: Failure Audit (Root Cause Analysis)
Step 1: Early Warning System. With reference to the Wells Fargo case scenario, discrepancies in the firm’s annual financial evaluation would have been an active early sign of danger.
Step 2: Audit Group. Upon analyzing the situation accurately, the firm failed to initiate an audit process using a team of experts to understand the different financial discrepancies when compared to the services rendered by the firm (Griffith et al. 50).
Step 3: Understanding Outcome. Upon the realization of financial malpractice amongst its employees, Wells Fargo failed to take action on the fraudulent bank accounts opened.
Step 4: Timeline Events. Upon understanding the outcome of an audit report, a timeline of events would have been necessary to ensure that concrete evidence is used against perpetrators.
Step 5: Fault Tree. A fault tree (similar to the one illustrated in this discussion) would have confirmed financial malpractice and a poor organizational culture amongst Wells Fargo’s employees (Lyon, Georgi, and Anthony 55).
Step 6: Event and Causal Factor Tree. Attributing each contributing factor with a particular motivation or intent would be suitable in promoting future policies that would discourage such a practice.
Step 7: Actionable Recommendations. Providing a way forward regarding improving organizational ethics and developing business operations with technology information systems for automating processes and enforcing transparency and accountability.
Bortolotti, Thomas, Stefania Boscari, and Pamela Danese. “Successful lean implementation: Organizational culture and soft lean practices.” International Journal of Production Economics 160 (2015): 182-201.
Griffith, E.E., Hammersley, J.S., Kadous, K. and Young, D., 2015. Auditor mindsets and audits
of complex estimates. Journal of Accounting Research, 53(1), pp.49-77.
Lyon, Bruce K., Georgi Popov, and Anthony Roberts. “Causal Factors Analysis: Uncovering & Correcting Management System Deficiencies.” Professional Safety 63.10 (2018): 49-59.
Sison, Alejo José G., Ignacio Ferrero, and Gregorio Guitián. “Virtues and the common good in
business.” Business Ethics. Routledge, 2018. 25-47.
Verschoor, Curtis C. “WELLS FARGO SCANDAL CONTINUES: New disclosures increase the scope of fraud and raise issues of audit and disclosure failure.” Strategic Finance 99.5 (2017): 18-20.
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