BoW has gone through several stages of growth in the last 12 years that I've been there. It has grown from $3-4B in assets to over $60B, a majority of that from acquisitions of smaller banks. The parent, BNP Paribas, a huge French bank, want to grow it presence in the USA through BoW.
The last acquisition, Commercial Federal, out of Omaha, was done in late 05. Integration of the two has been a big problem--vastly different cultures, management styles and lending practices.
It is my view that Comm Fed was not as well run (in terms of managing loan quality), had a large number of underperforming or poorly underwritten loans (many of which were not discovered by BoW until after the acquisition was complete), and had a corporate culture (and compensation practices) that seems to have rewarded short-term growth in outstandings over sound lending practices.
When the acquisition was pending, and just after, there were large numbers of defections of Comm Fed employees. In some cases, all, or nearly all of a branch's employees left at the same time, driven away by BoW's attitude that many perceived as arrogant and condescending (described to me as "we know how to do it right--you CommFed folks dont't").
I'm not sure of the % but from my perspective in the retail banking side, the CommFed loan files were often poorly documented and procedures for prudent underwriting were often not followed. In some markets in the midwest, the number of loans that are now classified as below standard has ballooned, causing BoW (both the company and the employees) to continue to deal with the aftermath.
The effect on BoW employees, from where I see it, has been negative. We are still working much harder, and under alot of stress to fix the mess, but we are not getting paid adequately to do it because the bank's profits have slipped significantly because of the merger.
This is a merger that should have never occurred if senior management had done its due diligence.