Description: The article is a case study of various actuarial concepts invovled in the design and implementtion of the AQC - a global budget provider payment arrangement implemented by Blue Cross Blue Shield of MA.

Description: A summary of potential future software-induced changes to the insurance industry, with a particular emphasis on machine vision technologies.

Description: Health Watch, Issue 79, December 2015, Health Watch

Description: All we need is … a §401k - redesigned to • Leverage the fungibility of money • Consolidate to a lifetime, all-in-one plan • Create liquidity without leakage

Description: The Stepping Stone issue 60, November 2015

Description: John Naisbitt, in Megatrends, defined a megatrend as a general shift in thinking or approach affecting countries, industries and organizations. This article challenges actuaries to consider off-the-charts factors within their risk maps and consider their potential impact.

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: As we further explore how life insurance customers think and behave, we can address their needs more effectively. Using data and predictive analytics we can better identify groups to target. By embracing technology and approaching customers with the right distribution channels based on preference, we can make life insurance more accessible. We can speak the customers' language. We can understand that they are not all created equal, and tailor products to meet individual needs. In short, we can leverage data, research and technology to become very consumer centric. Getting closer to the customer, can we lower the perceived cost, and raise the perceived benefit of life insurance to a point where customers get excited? Will this not then be a product to buy, not sell?