Description: Presented at September 1995 Valuation Actuary Symposium. This sessions talks about financial projections as a management tool and tough issues which may have to be addresses in making such projections.

Description: Update on issues, priorities and key messages from the Joint CAS / CIA / SOA Risk Management Section Council.

Description: This article considers ways actuaries can meet the growing demands of senior executives by redefining their role and the actuarial operating model.

Description: Risk management and capital budgeting are two critical components of the corporate decision process. They often need to be considered jointly at the corporate level because of their natural interaction through the dependent risk exposures and other synergetic relationships within an intricate corporate structure in a dynamic business environment. . This paper develops an integrated framework that aligns these two important corporate strategies across business divisions to optimize the streamlined enterprise strategic goal in a multi-period setting. The proposed integrated framework can serve as a practical guideline for corporate executives to optimally coordinate capital budgeting and risk management at the enterprise level.

Description: Describes ways to avoid the next financial crisis by following the example of those who got it right and discerning what you could be doing to prevent your firm from experiencing excessive losses in future crises.

Description: Collection of essays received in response to the “Systemic Risk, Financial Reform and Moving Forward from the Financial Crisis” call for essays.

Description: Presented at May 2000 Spring Meeting. Discusses common problems in creating a successful merger - such as not incorporating community support, and not achieving economies of scale - and how to avoid them.

Description: The paper discusses the arguments supporting the need for risk culture to transition into ERM culture to be embedded across financial organizations. Creating and maintaining strong ERM culture is paramount to a lasting and meaningful ERM program. It is essential for organizations to understand what ERM culture is, how it gets established and in what way affects the process of ERM implementation. Often, the implications of financial enterprises not focusing on the significance of ERM culture manifested in severely compromised ability to generate sustainable value and market competitive advantage. This paper calls for rethinking the role of ERM culture in the context of managing risks.

Description: Presented at October 1996 Annual Meeting. This session considers the issue of an amalgamation through a case study, addressing: performance results, personnel and organizational issues, corporate culture.