The shaker maker



Last October, Deutsche Bank employees received an internal email from the head of global markets, Anshu Jain, and the head of the global banking division, Michael Cohrs, outlining a shift in how the bank would be organised. The changes were far-reaching. Gone were the independent business silos, each specialising in a particular asset class; gone were the distinct, product-specialised sales units, all contributing to separate profit and losses. Instead of six major business lines

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