Description: Presented at June 1986 Spring Meeting. This session discussion is about the demise of a company, the crisis and the solution.

Description: Presented at May 1986 Spring Meeting. This session discussion is about need for internal management reporting on a GAAP-like basis in mutual companies, difficulties in adapting stock GAAP accounting to traditional, participating product lines, need for consistency with pricing/dividend practices, and alternative accounting models - a review of theoretical work and computer modelling of several accounting alternatives.

Description: Presented at May 1985 Spring Meeting. This session discussed the differences in the reporting of product line and source of earnings results between insurers and banks and the practical problems which exist in interpreting gain by source or product-level.

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.