Wells Fargo 2005 Annual Report Download - page 10

Download and view the complete annual report

Please find page 10 of the 2005 Wells Fargo annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 120

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120

8
•Des Moines,Iowa Later in 2006 Wells Fargo Financial is
scheduled to complete a 360,000 square foot, nine-story
building for 1,500 team members, connected via skyway
to its downtown headquarters;
•Minneapolis, Minnesota A $175 million conversion and
expansion of the former Honeywell Campus near downtown
Minneapolis. It consolidates a dozen Twin Cities area
mortgage operations centers and is expected to accommodate
about 4,600 team members by year-end 2006;
•Shoreview, Minnesota A new 160,000 square foot data
center in a northern Twin Cities suburb;
•Chandler, Arizona A new operations, technology and
call center campus near Phoenix has two, 200,000 square
foot, four-story buildings, now home to about 2,100 team
members in operations and technology. This site is large
enough to accommodate four more buildings totaling
800,000 square feet.
The quality of our leadership
Our vision—as it has been for 20 years—is to satisfy all our
customers’ financial needs and help them succeed financially.
A vision by itself, however, is not enough. You must have a plan
to achieve that vision and a time-tested business model that can
perform successfully in any economic cycle. You have to execute
against that plan efficiently and effectively. In fact, it’s all about
execution. To be successful, you need leaders who can establish,
share and communicate the vision, motivate others to embrace,
believe in and follow that vision, and execute in a superior
fashion each day, every day, one customer at a time.
At Wells Fargo, we’re fortunate to have what I believe—
and many industry observers agree—is the best team of senior
leaders in the entire financial services and banking industry.
They’re the CEOs of our diverse businesses—spanning virtually
every segment of our industry. They’re responsible. They’re
accountable. They and their teams have produced outstanding
results you’ve come to expect from Wells Fargo year after year
after year. They partner together unselfishly. Each and every one
is a great coach. They realize, as every great coach does, that
“At Wells Fargo, we’re fortunate to have what
I believe—and many industry observers
agree—is the best team of senior leaders in
the entire financial services and banking
industry.They lead with integrity.They know
how to build high-performing teams.They
all own the customer experience—together.”
success is not about their own self-interest. It’s about what’s
best for their teams, their customers and their partners in other
Wells Fargo businesses. They give their teams the tools, training
and resources they need to achieve our goal of industry-leading,
double-digit growth in revenue, profit and earnings per share.
They help create our vision and values. They help us achieve our
vision every day with every customer. They cause our success to
happen. They drive our business results. They influence, direct
and inspire their teams. They make sure our 153,000 team
members understand, support and live that vision and those
values. They’re role models for leadership. They lead with
integrity. When they make a mistake, they accept responsibility
and learn from it. They’re big picture thinkers with a broad
perspective—company-wide and industry-wide. They’re open
to new ideas, know how to learn and they learn from each other
and share best practices. They’re mentors for emerging, diverse
management talent across the company. They’re collaborators.
They know how to build high-performing teams. They and their
teams have fun together. They thrive on change. They care about
their people. They value diversity. They all own the customer
experience—together.
They’re not just good leaders, they’re great leaders. What’s
the difference? A good leader inspires a team to have confidence
in her or him. A great leader inspires a team to have confidence
in themselves. They teach and coach others to lead. Most of all,
they believe in our most important value: people as a competitive
advantage. They make every business decision with that value
in mind. They know that somewhere on their teams is the answer
to every problem, challenge and opportunity. Their job is to
find the people on their teams who have the answers, regardless
of rank or stripes, and help translate those answers into action.
The people with the answers most often are those closest
to our customers.
How do we picture the next stage of success?
Therefore, in our report to you this year, we want you to get to
know this great team of senior business leaders better. We want
you to fully appreciate, as I do, their outstanding talent, skill,
experience, integrity, ethics, innovation, insight and caring—