The combined and cumulative effects of new regulations and a hostile market environment means banks are fighting to build both capital and liquidity. Many questions remain about banks' ability to do both, and the effects of doing either on economic growth.

Few will deny that bank boards were as culpable as their senior management in failing to spot the dangerous levels of risk building within the banks in the lead-up to the financial crisis. There is clear recognition that things need to change. But changing risk structures, and more importantly, risk cultures, is easier said than done.

Recent events show that the desire to put in place a global recovery and resolution regime to prevent the kind of government intervention that was required during the financial crisis is very much a work in progress. For banks it requires a tremendous amount of work and unprecedented transparency about their operations. For national regulators, it means forging agreements that bring together disparate insolvency regimes.

The convergence of regulatory, government and economic forces on the financial sector is unprecedented. If much of the detail has yet to be determined and substantive differences between national authorities still exist, one thing that is certain is that the financial services industry will look very different in a few years' time.

Morgan Stanley's joint venture in Japan with Mitsubishi UFJ Group has been criticised by competitors as a concession to MUFG for its huge investment in the US bank at the height of the financial crisis. However, Jonathan Kindred, CEO of MSMS, one of the companies formed by the joint venture, is adamant that the long-term benefits of the move will prove the critics wrong.

With its acquisition of Lehman Brothers' non-US operations, Nomura made an audacious bid to join the global investment banking elite. Little did it know that its bold move would coincide with the worst economic and financial environment for the best part of a century. However, its senior management believe that if they hold their nerve, the gamble can still reap the rewards they originally expected.  

Will China's cash-rich banks want to enter the West's stagnant, mature market when there are so many growth opportunities domestically and within Asia as a whole?

UniCredit, Erste and Raiffeisen between them own significant market share across central and eastern Europe, but their approaches to turning local presence into international investment banking have varied.

Technology is not always a primary consideration in banking M&A activity. But the success, or failure, of subsequent IT integrations can make or break any deal.