Description: Innovation has become a fashionable concept, but what does it really mean? Are the concepts of innovation and invention synonyms? Is innovation a good thing? If so, why so many oppose it? If we want to become innovators, what considerations should be kept in mind? Are there examples of innovative thought in the actuarial field? If so, can you think of some of them? If you want answers to these questions please read Jay Jaffe’s article, Becoming a More Effective Innovator. Innovation is a big idea in the business education, so much so that many MBA programs are including courses on the subject, so much so that, as we know, our Section is called Entrepreneurial & Innovation.

Description: This is a letter to Professor Ralph Garfield in response to his contribution to the 1978.1 issue of ARCH. It answered his question concerning the non-applicability of an identity.

Description: This article explores the development of the annuity market in the UK over the past 20 years. It examines the explosive growth achieved by the enhanced annuity market and delves into the kinds of customers attracted by these products and the kinds of enhancements typically presented. It also explores the impact of government policy changes which have lead to annuity volumes declining and 'drawdown' product becoming more popular.

Description: Fun look at life outside of the actuarial profession

Description: Discussing impacts of innovation on the actuarial industry.

Description: Conversation with a Past-President of the SOA.

Description: This was a presentation of ACO efforts around the U.S. with great website links to resources, geared to actuarial consultants for employers. From May 2012.

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.