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You will receive the digital ticket as a PDF file after booking and additionally by e-mail. In the next step, you can save the digital ticket as an online ticket PDF on your mobile device or load it into the DB Navigator app as a mobile phone ticket.
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And there are people who deserve blame: Their leadership failures were not primarily the result of professional incompetence, since the people involved were and are extremely well educated, often proven professionals with significant amounts of experience.
The source of their mistakes lies elsewhere, in cultural factors and psychological disposition. The German-ness of Deutsche Bank also had a significant role to play over the years.
Because once they successfully managed to expunge everything that was German about the bank, it suddenly seemed helpless and empty, aimless and confused.
Deutsche Bank is broken. It might be able to extract itself from the 7, lawsuits it is currently involved in, or it may shrink to the point that it will no longer pose a systemic risk, or it may manage to find investors to help it scrape together sufficient capital to fulfill legal requirements.
In the most extreme case, it may even be bailed out by the German state. But it is broken nonetheless when compared to that which it once was: It was a time when their work saw them commuting between Singapore and Los Angeles, Cape Town and Beijing -- and when the needs of the global elite were more important to them than those at home.
And analysts are nervous. Will the situation calm down? Or will it get even worse? In a June meeting at the Deutsche Bank branch in Madrid, Hilmar Kopper, then Deutsche Bank chairman of the board, resolved together with a handful of senior managers to transform the Frankfurt-based concern into a globally operating investment bank.
The move was intended to propel the bank upwards, but after a few good years, the slide began -- one which continues to this day.
On the morning of May 19, , Deutsche Bank investors both large and small were gathered at the Frankfurt convention center. There were grumblings that they are getting poorer by the day.
The bank was still not doing well. In the back, the VIPs were driving up in sedans -- senior managers and board members. They were tasked with talking about what has been an extremely bad year.
The institution had lost 6. Paul Achleitner, chairman of the supervisory board, received sarcastic applause when he took the stage, but nevertheless held a self-satisfied speech.
He looked well-rested and said at the end of his speech that it was worth fighting for Deutsche Bank. For him, at least, that was undoubtedly true.
He always seemed like the last remaining source of respectability at the bank. On this day, though, he seemed rather colorless. The balance sheet total was listed at 1.
There were, the statement notes, , shareholders in and, on the Dec. How was it possible that such a firm was standing at the precipice? Shareholder representatives took the stage.
That moment was the highlight of their year and they strutted up to the stage before the full house. The angry men spoke well beyond the eight minutes they had been allotted and accused managers of having created the atmosphere that made much of the fraud possible.
They said the bank had been plagued by decades of mismanagement and was in need of restructuring. They took the pay structures to task and mocked the "cultural change.
And then lunch arrived -- time for the stakeholders to calm themselves at beautifully laden buffets. John Cryan, the bald-headed CEO of the bank, chaired the event.
He was a better speaker than either Achleitner or Fitschen and was a calming presence. At the last shareholder meeting he presided over as CEO in , interpreters translated his speeches -- and it was, as all those present understood, a sign of deep contempt for that which is referred to here as "German culture.
Edson Mitchell and the 50 Bandits Part 4: Life is a Construction Site Part 5: Ackermann and the Arsonists Part 6: Rules Are for Fools Part 7: Easy Come, Easy Go Part 8: Not a Nice Place.