Description: A discussion of insurance claims processing and payment systems, and how to achieve the minimum possible number of errors.

Description: Part Two of a 3 part discussion of: Social Security System for the 21st Century. This part outlines some of the key characteristics of the viable social security system of the 21st century.

Description: Up until recent past, the artificial intelligence portion of data science was looked upon cautiously due to its history of booms and flops . In the latest stream of events, major improvements have taken place in this field and now deep learning, the new leading front for Artificial Intelligence, presents a promising prospect for overcoming problems of big data.

Description: This article provides an overview of the Own Risk and Solvency Assessment (ORSA) model act, and of enterprise risk management (ERM). Compared to other actuarial disciplines, health actuaries have not historically focused as much on ERM. But health coverages do have risks that can threaten an insurer's solvency, and ORSA (now in force in most states) will force health insurers to beef up their ERM capabilities.

Description: A summary discussion of those items listed in the 2012-2013 Priority Guidance Plan issued by the IRS and Treasury that address tax issues of concern to life insurance companies.

Description: This is an article adapted from LIMRA's 'Is There Magic in the Middle Market'? - a survey exploring the financial security needs of the middle market and the need and role of life insurance in meeting those needs.

Description: This is a summary of topics discussed at the 1996 Bowles Symposium: “The Old Age Crisis: Actuarial Opportunities,” September 26-27, 1996, at Georgia State University, Atlanta.

Description: Reviews anecdotal evidence that the current shift to passive investing is an indication that investors are irrationally ignoring market risk.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.