Description: The article is Part 1 of two articles that provide a case study for the development of a profitability and risk dashboard. The sample dashboard provides distilled information regarding actual to expected (A/E) ratios for key risks, agent quality scores and customer value scores. The dashboard would also provide the value of new business written, surplus strain, debit balances, and expected losses on debit balances at different levels, down to the agent level. A product mix index is provided, together with visual comparisons of key metrics to the company's business plan. The Part 2 article will add information to the dashboard regarding risk margins, target capital, and company value.

Description: Metadata for entire issue

Description: February issue of The Stepping Stone

Description: Risk and Rewards February 2014 Issue 63 Information Discovery and Knowledge Management: How Ebsco Can Help You Build Your Own Information Pyramid

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: Actuaries must be able to present compelling arguments to win over their audience. For the first time, they may be managing a staff looking for direction, making recommendations to senior leaders, or trying to persuade non-actuarial colleagues who see the world differently. This series of articles is intended to educate young actuarial professionals on key business influencing skills that will be beneficial in the near term as well as throughout their careers. Part 1 is focused on leading and influencing a team.

Description: This article discusses challenges that short-term predictions have on actuaries' reputations, both as individuals and as a profession, and discusses strategies to improve our professionalism and better manage this risk.