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Falling for corporates

Looking for a convergence play in Europe? There's still one bet left: Greece, potentially the last of the euro-bubbles. Investors keen to gamble on Greece's entry to Emu may find their chance in the country's privatization programme.

One of Germany's great tacticians and diplomatic fixers, Horst Köhler is poised to step up from German domestic sagas to an international arena as the next president of the European Bank for Reconstruction and Development.

A smell of disinfected newness lingers in the London office of Bank Austria Creditanstalt Futures. Launched on June 1, it's the first venture in the western hemisphere to use the recently merged bank's name and corporate red is much in evidence; from the trendily designed logos emblazoning the walls to the leather sofa in reception.

Choudri Mueen Afzal, Pakistan's new secretary of finance, talks the language of reform - thinner government, improved tax collection and a sharper financial sector. People like him will carry Pakistan to the next stage of development

Mergers and acquisitions continue to transform the asset-management business, as the latest InterSec Research Corporation ranking of the largest 250 non-US asset managers shows. The table provides a snapshot of the industry at year-end 1998 and many of the most eye-catching changes from the year before - both in terms of managers' positions in the ranking and the value of assets under management - are the result of industry consolidation. UBS rises from third to second position, leapfrogging Groupe Axa of France. In 1997, the old UBS had a total of $485.5 million under management. By the end of 1998, following consummation of the merger of Swiss Bank Corp and UBS, the new UBS had $1,144.5 billion under management, putting it closer to perennial ranking leader Kampo of Japan which had $1,685.4 billion under management at the end of 1998. In a recent interview with Euromoney, UBS chief executive Marcel Ospel underlined the bank's appetite for expanding in private banking, an asset management-type business, both by building and through acquisition.

With its tall ancient trees and exquisite lawns studded with marble antiques, the Nakkastepe headquarters of Koc Holdings look like an Ottoman aristocratic home from which the lord of the manor is absent on a prolonged journey. Situated on a tall hill on the Asian side of Istanbul, far from the madding crowds of Europe's noisiest city, the walled compound exudes an old-world peace.

Hand-in-hand with the arrival of a new ethos in Italian banking, a new generation of senior managers has emerged. They are talented, energetic and young - which in Italian banking means under 60.

Is Mathis Cabiallavetta the Othello of the financial markets - a man who loved "not wisely but too well"? Dirk Schütz, author of the first history of the SBC/UBS merger, (Der Fall der UBS published by Bilanz), certainly blames Cab's loyalty for the quality of people he collected round him as he rose to the top of UBS.

Born out of a bloody cull, shaped by a succession of departures, HSBC Asset Management has led a tortured existence. While competitors have grown through acquisitions HSBC has been reinventing its business. The result? It's lagging behind the market leaders in both size and performance. Is now the time to buy? Andrew Capon and Julian Marshall report.

What species of bank will fill the ecological niches of the new Europe? Noel Gordon describes the type of creatures - value capturers, optimizers, consolidators and innovators - who may survive.

Propelled by a new breed of dynamic managers, Italy's banks are homing in on shareholder value. Consolidation is the battle cry, with three large mergers already announced. But choosing partners may prove the easy part. The real problems will start when the banks try to integrate. By James Rutter.