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People As Competitive Advantage

John StumpfOur most important value is this: we believe in people as a competitive advantage. We strive to find the best people from a diversity of backgrounds and cultures, give them the knowledge and training they need, allow them to be responsible and accountable for their businesses, and recognize them for outstanding performance. Products and technology do not fulfill the promise behind a brand — people do, people who are more talented, more motivated, more energized than their competitors. We believe our people will out execute our competitors every time because they care more than our competitors do. While we do this, we expect to have fun, too.

This is the core of our culture. Culture means knowing what to do in the morning without having someone tell you what to do. We want to comply with not just the letter of the law but the spirit of the law. People as a competitive advantage should be that instinctive. It’s the starting point of every decision we make. When our people are in the right jobs, spending time on the right things, managed well, feeling good about their contributions, fully using their skills and learning new ones, and having fun — they’ll do it right by our customers. When they’re properly incented, rewarded, encouraged, and recognized — they’re even more satisfied with their jobs, provide better service, generate more sales, and produce even better business results. This generates more revenue — which results in greater profit — which fuels a higher stock price.

John Stumpf
Chairman and CEO
Wells Fargo & Company
 

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