I can't speak of any FO jobs, but from what I've observed in MO/BO arena, it's chaotic, to put it mildly. The company is trying to reform their IT infrastructure, but as an industry leading "abuser" of outsourcing, it's once again outsourcing away its IT problems by creating IT centers in places where it is not known for IT.
IT is just an epitome of where DB's BO/MO currently stands at. Every function is intertwined with outsourcing and core locations, and there is no accountability for quality and consistency in the process. Instead of trying to gain efficiency from where the work really happens, DB just allocates work to places where it shouldn't mainly for cost reasons. This makes the structure more complicated and more bloated, and therefore, more costly. Also, even those functions that are seen as "grunt works" have their value, and by outsourcing away those functions, it loses a positive feedback loop. For example, juniors in NY or elsewhere won't be equipped with necessary skills or knowledge to perform their jobs as they should. In essence, too much compartmentalization and slicing and dicing of functions are becoming a new religion managers are worshiping these days at the bank. This will make them look busy and have achieved something, and thereby even enabling them to become MDs, but this doesn't benefit anybody in the end.
There are also so many middle managers (i.e., AVP to directors) in the process who just sit idly by the problems until they are forced to fix the problems. There are many good guys, but there are contemptible managers who just want to keep their jobs.
Finally, just to offer my 2 cents on their geographic focus, I think the bank's direction is dead wrong. The bank's "firm" commitment in certain European regions is just digging a deeper hole to its problem. What they have contemplated under the 2020 strategy is essentially shedding growth regions and sticking to regions where the situation will only get worse.
