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 article is based on a study of causes of insolvency and decisions made by management, regulators, and policyholders over the life cycle of the insolvency.

Description: This discussion reviews changes in practices and procedures which have been made with resulting reduction of expense in connection with the following: Administration and valuation of supplementary contracts, collection of monthly premiums, underwriting of new applicants, and preparation and printing of rare books and policies.

Description: This discussion reviews what companies have done to control and reduce expenses of various types. It also discusses budgeting approaches.

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.