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After the company combines its custodian and clearing businesses and launches a new tech division, advisors should be alert to any service changes.

Wealth-management profits fell 2.1% to C$230 million, after recording C$27 million in restructuring costs for its U.S. and international operations, while insurance earnings rose 18% to C$185 million.

Now that the Labor Department has pressed forward with a controversial proposal for advisors in the retirement space, where do the rules go from here?

While many of the fundamentals of bank programs haven't changed much, the products, technology and sophistication of advisors and clients alike have increased exponentially.

JPMorgan Chase, the biggest U.S. lender, is closing more than 5% of its branches as the firm cuts costs and as more consumers use digital devices to bank.

Regulators are now starting to show interest in how ties between leveraged loans and other links in the systemic chain -- including investment funds that buy up loans -- could magnify credit losses.

The megabank's commitment to its branches stands out in an industry where customers are shifting more of their banking activity to mobile devices and PCs, and where banks take an increasingly ruthless look at branch performance numbers.

Pimco is seeing unprecedented client defections from its developing-nation mutual funds as poorly timed investments and below-average returns catch up with the firm. Customers have pulled about $10 billion since the start of 2013, according to data from the fund manager.

The liabilities your broker-dealer faces when supervisors oversee wealth managers both inside and outside your practice.

Advisors should advise clients to avoid buying a one-size-fits-all product and to check offerings by as many carriers as possible before making a decision; Plus, how to counsel pre-retirees who want to give financial assistance to their adult children.