Calling Wells Fargo’s CEO : Drive Widespread Cultural Change via Implementation of the Dynamic Organizational Model and Permeation of Servant Leadership throughout the Financial Institution

During 2016, Wells Fargo was under intense scrutiny for creating false customer accounts, a scandal stemming from an organizational culture heavily focused on revenue generation and a lack of focus on customer loyalty and satisfaction. The Dynamic Organization Model (DOM) provides leaders with a holistic view of an organization, a context for understanding the importance of a customer-focused strategy, and the foundation for communicating that strategy to associates, while creating a shared sense of purpose and ownership in customer satisfaction and pride in their work. This article explores the core tenants and principles embedded within a DOM, using U.S. Cellular as an exemplar in the implementation of the model and its influence on corporate culture. During the exploration of the DOM, particular emphasis is placed on the inherent role of servant leadership in achieving the status of a dynamic organization and its success. This article illustrates the methods, benefits, and challenges of adopting and infusing a DOM in an organization. Substantial similarities become evident between the cultural and operational environment of U.S. Cellular, prior to implementation of the DOM, and the current culture and operational environment of Wells Fargo, making a strong case for implementation of the DOM and permeation of servant leadership throughout Wells Fargo in a widespread effort to restore trust with employees, customers, investors, and the public