Description: Explores the open vs. closed systems debate with regards to actuarial modeling and exposes the over-simplification. Valuable for anyone who uses models.

Description: Record of the Society of Actuaries: 1981 Vol.7 No. 1 This is a panel discussion session examining life insurance company organization and the emerging managerial environment, strategies and organization.

Description: This is a discussion of the future of the life insurance business in the USA. Specifically, it discusses corporate structure, marketing strategies, distribution approaches, product design, mergers and acquisitions, federal income taxation and reinsurance.

Description: This 1981 session focused on Life and Casualty Company Organization for the 1980's. Topics included: 1. The Emerging Managerial Environment 2. Emerging Strategies - What new strategies are called for, and how will goals change with respect Co: a. Profit? b. Surplus levels? c. Growth? 3. Emerging Organization - How should companies organize for the future? From Record of Society of Actuaries, Vol. 7, No. 3.

Description: Update on issues, priorities and key messages from the Joint CAS / CIA / SOA Risk Management Section Council.

Description: Why Actuaries Should Welcome Automation

Description: As providers are considering accountable and value based care models, it is critical to strategically think through how to achieve a sustainable business model into the future. This requires actuarial and clinical/provider capabilities to assess the care management and financial levers to help a client through the transition.

Description: The paper discusses the arguments supporting the need for risk culture to transition into ERM culture to be embedded across financial organizations. Creating and maintaining strong ERM culture is paramount to a lasting and meaningful ERM program. It is essential for organizations to understand what ERM culture is, how it gets established and in what way affects the process of ERM implementation. Often, the implications of financial enterprises not focusing on the significance of ERM culture manifested in severely compromised ability to generate sustainable value and market competitive advantage. This paper calls for rethinking the role of ERM culture in the context of managing risks.