Description: Panel dicussion on the need for information to keep a block of long-term care insurance profitable: what the business risks are, what is being done to mitigate them, what kind of reports are needed, and how these differ from reporting on other types of health insurance.

Description: Feature article describing what makes a company a systemically important financial institution and the new rules those companies will have to follow.

Description: Investment Fallacies: The Best Model Doesn't Win

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.

Description: Investment Fallacies: Mathematical modeling of social phenomena

Description: Investment Fallacies: On the Validity of Common Portfolio Return Assumptions

Description: Investment Fallacies: Gambler’s Fallacy: Probability of Reversion

Description: Investment Fallacies: The Fallacy of Independence

Description: Investment Fallacies: A real-world approach to Value at Risk

Description: Read the February 2017 issue of Risks and Rewards published by the Investment Section.