Description: This article examines the trends facing the life and health insurance industry which consulting actuaries will need to address such as downsizing, outsourcing, technology and the need to be flexible.

Description: An article that addresses the future of re-engineering and recommends that actuaries investigate the merits of re-engineering and the implications of failing to re-engineer.

Description: Reengineering has become a corporate buzzword of the 1990s. This article addresses why companies decide to reengineer and explores the risks, as well as the benefits.

Description: In this article Deborah Adler Poppel interviews Patrick L. Townsend, author of the book Commit to Quality. Mr Townsend defines quality process, advises what the components are and explains why quality is hard to achieve.

Description: Six dimensional leaders are insightful, flexible and connected. They listen, motivate and inspire. Is this you? This article explores the six dimensions that a leader must operate in to become transformational leaders.

Description: The author explores leadership—what it is, how to achieve it, and qualities of great leaders.

Description: This is a table from an article in The Actuary Magazine entitled On Business Strategy.

Description: An article that talks about how companies have adopted a new customer focus - a change from product focus to market focus.

Description: With the convergence and consolidation of the financial services industry, the advent of new technologies and the Internet, and increased focus on the customer, actuaries are facing a brand new set of challenges. This editorial prefaces the articles in this issue that point out some key challenges and opportunities facing today’s actuaries.

Description: In this article, the author recommends the book, 'Stop Managing, Start Coaching!' by Jerry W. Gilley and Nathaniel W. Boughton, to managers who believes in the potential of human capital and are willing to make some investment. The book emphasizes the importance of using coaching to achieve 'buy-in' from employees on managerial decisions. In this process, manager and employee develop a collegial relationship, which ultimately increases the self-esteem of the employee and his or her commitment to the job and the organization.