Description: The April 2016 Issue of The Modeling Platform

Description: We discuss the challenges of Excel usage in companies, and what needs to be considered in order to develop robust modeling governance.

Description: This paper discusses the need for actuarial judgment to be used in conjunction with statistical analysis in the calculation of incurred but not reported IBNR claim reserves.

Description: The Stepping Stone issue 60, November 2015

Description: In the Leadership & Development Section’s Leadership Inspiration Contest, entrants were asked to tell us what inspired them to be a better actuarial leader. This is Fraser Smart's entry from the “Defining Moment/Event” category.

Description: Discussing the need to avoid plagiarism in business.

Description: This paper presents a generalization of the principal current methods of financial decision making. In the way physical sciences benefit from new general theories that encompass those theories they succeed, the science of finance can benefit from the development of a general framework that encompasses many of the current methods of financial analysis. The paper develops a general framework for financial decision-making from a few simple axioms of rational economic behavior.

Description: July 2018 issue of The Stepping Stone by Leadership & Development Section. practical information for actuaries, trends that impact section, section activities

Description: Risk and Rewards February 2014 Issue 63 Information Discovery and Knowledge Management: How Ebsco Can Help You Build Your Own Information Pyramid

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.