LONDON (Reuters) - When Barclays' new boss Antony Jenkins wanted to tell his senior bankers what was in store for them, he gathered all 125 around him on specially built tiered seats, styled like an ancient Greek agora to guarantee eye contact and conversation. The British bank's reputation was battered and it had to change, but to transform attitudes across 140,000 staff Jenkins knew his top bankers had to buy into his plan - or quit. Other big organizations had faced profound change and had to adapt, including Kodak and the Roman Empire, he told them. Not all of them succeeded. ...
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