Description: The author explores the importance of treating the modeling process as a dialogue and collaboration.

Description: Three drivers that are often not at the top of lists about the origins of the crisis: a At some level, every entity that handles risks should be assessing what would happen if they ended up owning the risk that they thought they would only have temporarily b The change in the real estate market that was driven by the non-marginal amount of new subprime buyers who came into the market and c Risk managers should always be aware that marginal analysis can produce incorrect results.

Description: This paper discusses the implications of the use of the fund of unreleased capital gains on common stocks as required surplus. By 'Unreleased Capital Gains' the author is talking about a situation where realized and unrealized capital gains are annually placed in a fund and a percent of that fund is released into income and/or surplus annually. Actuarial Research Clearing House ARCH 1988, Vol. 3

Description: This is the second of a two-part article introducing and elaborating an “Adaptor” strategy for ERM. Such a strategy is intended to fulfil two purposes: first, switching among four styles of risk-coping strategies in order to track qualitative changes in a business’s risk environment; and, second, to support the business in navigating with resilience through all the seasons of a business-economic cycle, i.e., of boom, bust, moderate, uncertain. This latter requires careful study of the nature of resilience, the familiar idea of bounce back, and the less familiar idea of bounce forward. Part I of our article is underpinned therefore by a supplementary document (available from https://riskviews.wordpress.com/adaptor-exceptionalism/), which addresses the issue of structural change in a business or economy. It draws heavily on ideas taken from the discipline of control engineering, as well as some from ecology, social anthropology, and economics. The entire two-part article is thus an exercise in cross-disciplinary Systems Thinking.

Description: The international risk management community is now being served by two professional organizations, the Global Association of Risk Professionals GARP and the Professional Risk Managers' Association PRIMIA. The article describes both professional organizations.

Description: Chairperson's Corner from Risk Management, July 2006, issue 8. Ths chairperson's corner highlights the new nickname for the Risk Management section, ERMAP, which stands for Enterprise Risk Management Actuarial Professionals, the 2006 ERM Symposium, the annual face-to-face section council meeting and a variety of special risk management projects that the section is either leading or is a significant partner.

Description: This session from the 1992 Valuation Actuary Symposium focuses on Risk-Based Capital issues and the important points concerning A.M. Best's view of leverage and capital adequacy in the review process.

Description: Most of our standard risk management processes are designed to work well within a shifting environment that stays fundamentally the same over time. We are likely to experience something drastically different starting soon - a major regime change. This webinar addresses how we might react to such turbulent times both to survive current issues and prepare to thrive in a new future. Participants will learn how scenario planning can be used to help envision a way forward. A case study will look at the ways that this regime change might affect our cities, how that could affect insurers and how both cities and insurers can approach the transition period as well as plotting a course for the future regime.

Description: This is the first of a two-part article introducing and elaborating an “Adaptor” strategy for ERM. Such a strategy is intended to fulfil two purposes: first, switching among four styles of risk-coping strategies in order to track qualitative changes in a business’s risk environment; and, second, to support the business in navigating with resilience through all the seasons of a business-economic cycle, i.e., of boom, bust, moderate, uncertain. This latter requires careful study of the nature of resilience, the familiar idea of bounce back, and the less familiar idea of bounce forward. Part I of our article is underpinned therefore by a supplementary document (available from https://riskviews.wordpress.com/adaptor-exceptionalism/), which addresses the issue of structural change in a business or economy. It draws heavily on ideas taken from the discipline of control engineering, as well as some from ecology, social anthropology, and economics. The entire two-part article is thus an exercise in cross-disciplinary Systems Thinking.

Description: The series finale on thinking and decision making, this article explores when actuaries should use a heuristic or systems analysis method of decision making.