At the end of this year I conclude a career of more than four decades in business, three of them in financial services and more than two of them with Wells Fargo & Company (and its predecessor Norwest Corporation). The confluence of dramatic change in our industry during those four decades has been truly remarkable. It would have been impossible for a 24-year-old in 1967 to envision all this as he was about to launch his career just out of Stanford University. Here's what I saw in the late '60s. Banking was boring. It was the last place I could have seen myself building a career. (That's why I joined General Mills after graduation in 1967 and didn't enter banking until 1974 with Citibank). The government told banks what products they could sell, what prices they could charge, and where they could do business.
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