Ongoing changes in technology, demography, and consumer needs and expectations continue to disrupt the insurance industry. With regulatory and financial reporting developments, these changes are putting severe strain on traditional business models.
Our annual discussion of the themes that will define the year ahead. What can you do now to prepare for success in 2017?
A structured approach to IFRS 17 implementation project planning will help insurers overcome the challenges and build on the opportunities it presents.
Insurance industry innovation and change is occurring faster than ever. Connecticut insurers are innovating to drive future competitive advantage and growth.
The consequences of possible negative US treasury rates pose a significant threat to life insurer value, profitability, financial reporting and solvency.
This newsletter contains information on activities that occurred in some of the committees, task forces and working groups that met at the NAIC 2016 Summer National Meeting and summarizes conference calls after it.
Effective stress testing gives insurers the opportunity to double their ERM output.
Insurance divestitures are increasingly common, but also are subject to many internal and external factors.
InsurTech’s rise is not a threat, but a real opportunity for insurers to innovate.
This publication includes the deal activity in the insurance sector such as overall highlights, key announced transactions, and the outlook ahead. Read our full report to learn more.
Unlike traditional, siloed vendor, distributor, and customer relationship management functions that typically utilize ad hoc management approaches, strategic relationship management (SRM) views vendor, distributor, and customer relationships holistically and allows organizations not only to improve the terms of these relationships, but also to radically re-imagine them by developing new partnership models.
Stress testing, though well established in the insurance industry, would benefit significantly from a modest amount of additional effort.
InsurTech offers substantial promise for established insurers to meet their business challenges. But, where to start?
Insurance tax developments in 2015: A look back and forward provides an overview of developments affecting the taxation of insurance companies in 2015 and an outlook to 2016.
This newsletter contains information on activities that occurred at the April 2016 NAIC National Meeting and on related conference calls.
New revenue recognition rules will affect loyalty programs' systems, processes, and policies.
Insurers are continuing to face marked changes in what customers expect in terms of products and services, how they obtain and use the information that informs business decisions, and their underlying business and operating models.
A close look at developments related to the global prudential regulatory framework leads us to two perhaps surprising conclusions: 1) The regulatory future is more certain than at first it might appear, and 2) Where there is uncertainty, what insurers need to do is clearer than they might think.
This second in a projected four-part series examines how improved data processes and analysis will help actuaries develop more meaningful insights from more robust experience studies.
PwC conducted a study of insurance company board of director’ risk committees during the summer of 2015. Our findings are based on interviews with insurance company directors and a review of current regulatory developments.
MCVNB, a value measurement tool that is available now and not contingent on finalized capital standards, can help insurers gain the insights they need to select the best options for product design and pricing
Cybersecurity regulatory guidance for insurers
This newsletter contains information on activities that occurred in some of the committees, task forces and working groups that met at the NAIC Summer National Meeting and summarizes conference calls before and shortly after it.
This paper addresses how to establish model risk management guidance that fits insurers’ needs.
Sorting all of the different kinds of models into a framework can help our understanding of both them and model risk management. This paper proposes four categories for this framework, defines seven model attributes, and then compares the different categories across these attributes.