Description: Article Portrait Of An Actuary by Moorhead in The Actuary, April 1979, Volume 13, Number 4

Description: Informal commentary on the importance to the actuarial community of embracing enterprise risk management and ORSA. Part of the essay collection "Risk Metrics for Decision Making and ORSA"

Description: Discussion of recent Society of Actuaries sponsored research.

Description: A review of the classic business book Built to Last, originally published in 1994. Looking at the past twenty years -- how have the BTL companies done? How have their comparison companies fared? Read the review and find out!

Description: Topic 2 of Project Management: Sticky Situations discusses the potential dangers associated with requested changes after the project scope has been finalized.

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.

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.

Description: February/March 2009 Volume 6 Issue 1 Bi-Monthly membership benefit magazine

Description: Panel discussion on current issues, trends, and methodology in individual disability income insurance, including overinsurance, pricing, financial reporting, as well as efforts by professional associations to address these issues.