Wells Fargo, one of the largest U.S. banking institutions, has faced extensive criticism and regulatory scrutiny due to systemic governance failures and unethical business practices. Central to these controversies was the creation of millions of unauthorized customer accounts driven by aggressive sales quotas, resulting in financial harm, credit damage, and loss of trust. Despite billions in settlements and executive accountability measures, the bank’s internal culture has historically incentivized short-term profits over ethical behavior, fostering high-pressure sales environments and discouraging whistleblowers. Ongoing concerns include opaque fee structures, excessive customer charges, and lingering reputational damage, while regulatory restrictions imposed after the scandals were only recently lifted, highlighting the slow pace of institutional reform. These persistent challenges underscore the complex interplay between profit-driven incentives, inadequate oversight, and customer-centric lapses, positioning Wells Fargo as a case study in the risks of insufficient corporate governance and the long-term consequences for stakeholder trust.