Kevin O'Connor's career was on the line. In the fall of 1999, O'Connor, the head of Deutsche Bank's applied technology group, was put in charge of building a new Internet computing system for the entire financial-services conglomerate, an outfit with 93,000 employees serving more than 9 million customers. O'Connor needed to pick a technology that would serve as the sturdy foundation of Deutsche Bank's global e-commerce operation. The cost of making the wrong choice could be hundreds of millions of dollars in wasted capital, useless employee training, and ticked-off customers.
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