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The hiding game is over. Right after the merger, Dimon split J.P. Morgan into six major profit centers–investment banking, retail, and cards are the three biggest–with dozens of units that must report like separate companies. Each month, division heads send Dimon 50-page books packed with data, from the ratio of overhead to sales on every product to BlackBerry bills per employee. Then Dimon goes over the reports in grueling sessions that last hours. “He’ll ask, ‘Why do we have three times as many HR people in Europe as in Asia?'” says private-banking chief Staley. “‘Are we doing something better in Asia?'” Last year the exercise led Dimon to have the communications and marketing department replace expatriates with local hires in its overseas offices, saving more than $100,000 per post.