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Retail banking is undergoing dramatic change. New delivery mechanisms such as the internet and aggressive new competitors such as supermarkets will eat into the easy profits previously enjoyed by retail banks. Can the big banks see off the threats? Rebecca Bream reports.

A few decades from now, a loan syndication desk will come up with a novel way of conducting its business: it will print and distribute documents on paper. Clients will be impressed with this innovative approach. They will point to improved efficiency, potential cost savings, as well as the exotic feel of paper on flesh. A few of the market's more aged participants will have a sense of déjà vu.

Aad Jacobs, head of ING, enjoys a ritual on his journey to the bank's headquarters in Amsterdam each morning. He reads the paper, starting with the sports pages then turns to the business pages to see which bank ING is supposed to be buying that day. Some of the rumours, he says, leave him dumbfounded. But they continue to crop up for a good reason. ING has often expressed its wish to find a second home in Europe outside the Netherlands. Its executives are convinced that the single currency will lead to a single European market in banking services and are keen to position themselves accordingly and not fall into the trap of being over-dependent on a Netherlands market which itself may be attacked by new foreign competitors.

Issuer: Optimum Finance

Do you expect there to be further consolidation in the world banking industry?

Sinking under bad debts, stung by criticism of their poor profitability and shocked by the falling prestige of the ministry of finance, Japanese banks are talking about changing their way of doing things. But why should bankers risk damaging their careers, upsetting their customers ­ who are also their biggest shareholders ­ and putting their fellow citizens out of work by adopting western practices? One western analyst says if he was in charge of a big Japanese bank he wouldn't care about making a decent return on equity, so why should they? Steven Irvine reports.

To many of the small family-owned firms of Switzerland's Lac Léman, private banking is still all about providing a discreet service to those old-money Europeans who still have time to contemplate their investments amid champagne corks and peacocks. But the leisurely approach of these private bankers is under threat from aggressive global institutions who see private banking as nothing less than a personalized form of investment banking. Jules Stewart reports.

The virtual roundtable

The financial world will feel better now Korea has got most of its foreign debts rolled over. The bankers who lent Korea the money in the first place declare they have solved the Korean crisis a mere momentary liquidity squeeze and the Asian crisis along with it. The world may believe them for a short while (though it's ironic it should grant credibility to bankers it was their stupidity that let the crisis happen).

The secretive world of private international banking is set to change. Regulatory reform may be slow but it is coming. By Christopher Stoakes.

Leif Edvinsson, Skandia's vice president and corporate director of intellectual capital has won this year's Brain Trust Brain of the Year Award for his "new age" accounting methods. As world's leading expert on intellectual capital he managed to beat Bill Gates and Paul McCartney to the honour, which the Brain Trust describes as recognition of "superlative mental achievement".

Having spent his entire career at Smith Barney, Steven Black is no stranger to mergers and the blood on the floor they create. He cut his teeth on the 1992 merger of Shearson with Smith Barney, where he headed capital markets. In that position, after the merger, he took the axe to the fixed-income division.