Read the article Read: What Gets Measured, Gets Managed by Witman $(2018).$ Describe how

the Wells Fargo community bank incentive plan resulted in unethical and in most cases, illegal

behavior. How did the program objective $(8$ products per customer$)$ contribute to the

misbehavior of employees? Do you think that incentives for higher ranking employees $($i$.$e$.$

executives of the community bank$)$ played a part in the depth and scope of the problems?

Thinking more broadly, the plan started in $2003$ and did not become exposed as a problem until

late $2016.$ What role could the compensation group have played in minimizing the likelihood of

cheating to earn incentives when structuring the plan? Finally, what is HR $($Comp and Benefits$)$

moral and ethical responsibility when designing such plans?