The more mainstream banks pour scorn on cryptocurrency, the greater their investing clients’ interest in new investment products for taking exposure in regulated markets.

The lead candidate, Fed insider Jerome Powell, promises continuity and investors would no doubt be relieved to see him step up, but they might swoon if Trump nominates persistent Fed critic John Taylor.

The level of understanding around the implementation of Payment Services Directive II (PSD2) is lacking for both corporates and consumer alike, although they are the parties that are meant to benefit.

A lack of cooperation and coordination among regulators is increasing systemic risk.

Some 43% of US sub-investment grade lending in third quarter of this year was to borrowers rated just single-B. Now is not the time to revisit the 2013 guidelines.

And the big three – State Street, JPMorgan and BNY Mellon – will only be stronger.

While foundations may be known for their giving, their investment portfolios lack creativity when it comes to solving environmental and social challenges. Some are taking their missions further.

In true clickbait style, Euromoney offers some highlights from this year’s IMF/World Bank meetings.

Delegates at this year’s IMF/World Bank meetings are managing to look beyond macro concerns to present a more upbeat tone.

Bankers might have spent much of this year’s IMF meetings fretting over where they might find growth, but the only growth worrying Washington’s cab drivers was the awesome sum being raked in by the city’s traffic cameras.

The departure of SoFi founder Mike Cagney as CEO should serve as a warning against believing the hype about fintech firms without testing the self-interested assertions of their managers.

The 20-year-old investment bank has jumped up the advisory league tables thanks to high-profile hires from top firms. It now regularly takes lead roles in the biggest and most complex M&A transactions. Rising revenues are funding international expansion. Its aim for the future is to become a top-five global M&A adviser. But, in many ways, Evercore is a throwback to Wall Street’s past.

The big banks underestimate ‘big tech’ at their peril.

As jitters about the future of high-street retail in the US and beyond prompt property investors to pare their exposure to the sector, Brookfield Property Group, one of the world’s largest, is busy ramping up.

CLS is looking to move beyond its image as an FX market utility offering settlement plus a few extras, reorganizing itself into three distinct units – of which settlement is one – with new products announced for each.

Goldman Sachs has laid out a three year revenue growth plan that is nothing short of extraordinary

An appearance by a senior Goldman executive at a forthcoming conference could herald a new strategy for its fixed income franchise

Panic buying of altcoin offerings is an obvious bubble that hints at a far more worrying loss of faith in the world monetary system

The US Fed’s journey to balance sheet normalization might not be as steady as many have assumed as inflation stubbornly refuses to play its part.

Whatever clients need to do, it is a fair bet that Morgan Stanley can help them do it. The firm’s business this year in North America was no exception, and while from a league table perspective it is in M&A advisory that Morgan Stanley truly excels, its innovation and skill in all areas make it our choice for best investment bank in the US. Morgan Stanley likes uncertain markets more than some – it reckons volatile conditions are when it can best show its prowess. Nowhere was this shown better than in the unregistered block trade that the bank executed on behalf of Abbott Laboratories, which wanted to sell 44 million shares of Mylan in what was the second largest unregistered block ever.

Years of cutting costs, simplifying structures, settling litigation and plugging holes in its coverage have brought one bank to the position where it is now firing on all cylinders across pretty much all of its US business portfolio. ‘Responsible growth’ is the guiding mantra for Bank of America chairman and CEO Brian Moynihan, and his success in putting those words into practice is why his firm is Euromoney’s best bank in the US. Moynihan might not be the flashiest of bank chiefs, but he knows his bank and he knows what clients in its home market want from it. His focus on building up the firm’s core middle-market franchise has borne fruit – not just in increased business loans but also on coverage more broadly. He drove the creation of deeper regional structures within the US, led by ‘market presidents’ who take personal responsibility for coordinating the bank’s activities across the country.

A seventh year of record earnings in the fiscal period 2016 – and a first half of 2017 that promises another blockbuster year – saw TD Bank prove yet again that it is the franchise to beat in Canada. The firm’s unrivalled breadth and depth secure it Euromoney’s best bank in Canada award for another year.

The revival of a franchise is always a compelling story and nowhere has it been more evident than in Morgan Stanley’s markets business. For its dramatic turnaround in fixed income trading, coupled with its continued equities leadership, the bank is North America’s best bank for markets.

Banks consistently offer more competitive prices in spot FX than their ECN counterparts — for all but a few minutes per day — according to research conducted by Pragma, a provider of algorithmic trading technology.

Old Lane is, to many outsiders, the biggest blot on Pandit’s career at Citi. After being forced out of Morgan Stanley in 2005 by its then chief executive, Philip Purcell, Pandit and a group of close colleagues, who included now-Citi senior executives such as John Havens and Brian Leach, joined the legion of former bankers who set up hedge funds. Old Lane began operations in March 2006.

Citicorp suffered the latest in a series of disasters when president Richard Braddock left in unusual circumstances on the eve of a crucial capital­raising exercise. Its tendency to stumble into trouble has obscured chairman John Reed's success in reviving a bank that teetered on the brink of extinction. But ahead lies the big task of changing Citi's anarchic, competitive culture, with its hunger for revenue rather than profit.

"The grand old man of Wall Street" is a title John Weinberg, chairman of Goldman Sachs, wears uneasily.

Everyone within hailing distance of Wall and Broad streets on the afternoon of October 19 may have experienced the same feeling: that our lives had taken one of those profound turns that would affect us in ways we couldn’t yet know.

When Euromoney first pointed out the dangers of the leveraged buyout (April 1984) the fashion was new and exciting – too exciting, declared Paul Volcker, who subdued the general enthusiasm for a time, but the fashion came back, with complications explained in full for the first time here.

Banking has probably changed more over the last year than it did over the previous 20, so how should a major international bank position itself in a decade in which change will probably accelerate? Here’s a case study of one strategy – that of one of the most international of all banks, the Chase Manhattan.