Description: Presented at June 1996 Spring Meeting. This is a discussion led by Dr. M. James Bensen, President of Bemidji State University. Dr. Bensen speaks about speed, change, the actuarial profession and the society within which actuaries work.

Description: This article discusses the complexities of such a simple statement as well as highlight certain differences between tax and book treatment of that capitalization.

Description: This articles showcases the principles of effective servant leadership.

Description: The National Association of Insurance Commissioners (NAIC) is moving forward to implement a new regulatory requirement that requires U.S. insurers to perform an Own Risk and Solvency Assessment (ORSA). Before developing a response to the ORSA requirement, insurers will want to understand its genesis and the underlying rationale for it, as well as its implications. This essay provides an overview of the evolution and rationale for ORSA, as well as practical implications for insurers as they begin to design an ORSA process. Part of the essay collection "Risk Metrics for Decision Making and ORSA"

Description: Article from The Actuary magazine, March 1983, volume no. 17, issue no. 3, that discusses the response of the Education and Examination Committee to Professor Batten's challenge in the wisdom of current trends in the Society's educational program, stating that these syllabus changes should be considered evolutionary rather than revolutionary.

Description: Presenters discuss the basic elements of strategic, or long-range planning and review the general state of the pension industry. From the Record of the Society of Actuaries, Vol. 24, No. 2, session 97CS of the Maui II Spring Meeting.

Description: This presentation, session number 44PD at the 2004 Spring Meeting of the Society of Actuaries, held June 14-15 in San Antonio, TX, asks the questions: “Between leadership changes, market shifts and restructuring, what does it take to really succeed in today's environment? Will your company be in the same business tomorrow? Are you positioned for success regardless of inevitable changes, or are you barely surviving today?” The panelists go on to explore the importance of a company having a “winning culture.” Includes comments from participants. From the Record of the Society of Actuaries, Volume 30, No. 2.

Description: To persuade successfully and non-manipulatively, it’s important to understand five key principles of influence. In this four-part series, I’ll be covering these five principles that are based on human psychology and behavior. Let’s look at the first two now.

Description: This article is about change, how it affects us, how we react to change, and how leaders need to be change agents.

Description: Increasing uncertainties and volatility in financial as well as real goods markets increasingly reveal that controlling systems based on deterministic and pseudo-exact values are insufficiently eligible to manage the business activities. This raises the question how management systems can be modified to generate the adequate management impulses in volatile periods. Risk management deals from identifying, evaluating and aggregating chances and risks, which again determine the potential fluctuation range of relevant performance indicators. Everyday corporate life shows that risk management is considered important; but the corresponding processes to identify, evaluate and report chances and risks are seldom part of established decision criteria. This “paradox” lets assume that risks are managed in various differing and unsystematic ways. The combination of traditional controlling methods and risk management is not primarily a methodological challenge. The behavior of the whole organization, practiced over a long-year period, has to be transferred into a new corporate culture of transparent dealing with chances and risks. This paper describes the necessary change management process, which has to come along with necessary methodological modifications.