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The fans love them both. Weill, the deal maker, is adored by Travelers' employees who hold big stakes in the company. Meanwhile Reed has kept his iron grip on Citibank by juggling his managers and mastering detail. The culture of the two companies is as different as the style of their CEOs. But the combination could be spectacular - if they can make it work. Peter Lee takes in the show.

BankAmerica and NationsBank had both bought into hi-tech investment banking, so when they merged there was bound to be surplus capacity. It was worse than that, though. BA's Robertson Stephens and Nations' Montgomery Securities had a bitter mutual history and could hardly have worked together. Michelle Celarier reports.

Remember when Euromoney was an eight-page pamphlet? Remember what the financial markets looked like at the time? Those interested in the history of the markets will find the answers - along with much else - in the recently published memoirs of Peter Spira, whose successful banking career with SG Warburg, Goldman Sachs and County NatWest between 1957 and 1991 was no doubt spurred on by appearing in those first issues of Euromoney in the late 1960s.

Investment bankers are sometimes accused of seeking an image that is more pin-up than pinstripes. One of their number at least will be among the throng at the Cannes film festival, but she will be quite happy for the paparazzi to keep their lenses trained on the starlets cavorting on the beach. Premila Hoon will be looking for projects to launch Société Générale's new film-finance business.

Having so long been the whipping-boy of its big cousin in London, the German futures exchange (Deutsche Terminbörse - DTB) can be forgiven for taking a full-page advertisement in the Financial Times in March to trumpet its victory.

After decades of steady growth for six big banks, the Canadian banking sector is fast consolidating. The old certainties have been undermined by the announcements of mergers between Royal Bank of Canada and Bank of Montreal in January and Canadian Imperial Bank of Commerce and Toronto Dominion Bank in April. The rush to merge follows a global trend fuelled by the need to cope with increased competition, and was stimulated by the BankAmerica/NationsBank merger in the US. But unlike their US counterparts, RBC/BMO and CIBC/TD have to run the gauntlet of rigorous banking regulation, entrenched political conventions and hostile popular opinion.

"Five years from now, financial services will be virtually unrecognizable. The industry, like airlines and aerospace before it, will be dominated by a handful of national and global giants that will dwarf even the biggest players we know today." Although that's how consultants McKinsey predict developments in banking and insurance, it only echoes what every bank CEO is saying, in public or private. And they have very little time in which to answer the questions this trend raises: What is our role? Do we have the management talent to be a buyer? Should we give up and sell to the highest bidder?

On Wall Street, the cult of McKinsey continues to flourish. Long considered the management consultancy of choice by bankers and brokers, McKinsey's image has been further burnished in recent years by the success of several ex-employees who have made the leap to the securities industry. Prominent among them are Phil Purcell, chairman and CEO of Morgan Stanley Dean Witter and Larry Linden, a partner at Goldman Sachs.

The lemming effect whereby all emerging markets are sold off because of bad news in a few may be slowly breaking down. While Latin America has experienced fallout from the Asian crisis, a survey of US portfolio investors shows their stance towards it quickly recovering to a more positive one. This is largely because of the region's strong fundamentals and adept handling of volatitilty.

Short-term foreign debt is a killer for emerging markets as recent events have shown. Incredibly, few analysts bother to measure it accurately. Often they only consider medium- and long-term debt figures to make predictions about economic health. Small wonder so many of those forecasts prove incorrect.

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A corruption scandal at the Bank of Japan (BoJ) has provided an excuse to install a new team, and to pave the way for a more truly independent central bank. But will it all work out? The institution's image has suffered from the realization that commercial banks have been lavishing entertainment on all-powerful and seemingly unaccountable officials as a way of resolving business issues. An even bigger question mark hangs over the bank's independence from political interference in its interest-rate policy.