Industry Change Demands New Actuarial-IT Partnership
Is it true? Will MetLife separate from its retail business in the U.S.? No doubt the insurance industry is undergoing tremendous change, and the pace of restructuring and change is accelerating. As companies innovate–and accounting and regulatory frameworks are modernized–actuarial functions are reinventing themselves to meet the business needs of tomorrow. With the increasing need for scalable solutions and greater reliance on models and advanced analytics, actuarial leaders need true business partners in their information technology organizations now more than ever.
"The marriage between actuarial and IT departments at insurers can be rocky"
But the marriage between actuarial and IT departments at insurers can be rocky. Both organizations are complex and the language and cultural barriers can be formidable and difficult to navigate. However, the time has come to move past these barriers so the company can achieve its full potential. The following are ten ways insurance chief technology officers can help build a strong business partnership with their actuarial counterparts.
1. Shared Vision for Technology-Enabled Actuarial Excellence
Actuarial and IT can co-develop the vision for a leading-edge, industrial-strength actuarial technology environment and define the guiding principles to get them there. Collectively, IT and actuarial can promote the view of a future-state ecosystem of interconnected data, software and services enabled through environment management, grid management , gover nance, a responsive IT support model and a culture that embraces promising new technologies.
2. Platform Upgrades and Rationalization
An unprecedented level of migration from legacy actuarial modeling and valuation systems is underway. Companies are moving to next-generation platforms and “all-in-one” tools, such as GGY AXIS, for their primary actuarial modeling and valuation needs. Given the implications of these choices, disciplined platform and tool selection is critical. It is important to de-politicize the process and provide effective due diligence on how potential tools fit into the current technology architecture and align with the organization’s technology vision and enterprise standards. Insurers should also consider the total cost of ownership of maintaining legacy systems and an outdated actuarial technology environment.
3. Reinventing Data Management
Actuaries need a new data management paradigm in response to insurers’ increasing reliance on actuarial models, the emergence of principles-based reserves and the growing importance of customer analytics. For accurate and timely production of key financial and risk measures, actuaries need a single source of the truth across many legacy source systems (inputs) and the ability to aggregate results across multiple actuarial models and valuation systems (outputs).The core requirements are for high-quality, clean data and an effective data integration strategy that does not leave orphaned data at the actuarial front step, but instead shepherds that data through the business process and facilitates efficient and controlled usage. The adoption of data management leading practices in line with enterprise data strategies is essential.
4. End-to-End Automation and Control
Sarbanes-Oxley Section 404 has been with us for more than a decade, yet far too many companies still face recurring errors caused by highly manual and poorly controlled processes. IT can help to automate end-to-end actuarial processes in a controlled environment, utilizing fit-for-purpose job schedulers and Business Process Management (BPM) tools. Such automation allows actuaries to focus their attention on interpreting and acting on results.
5. Need For Speed
Today, actuaries must calculate and project results under more economic-based accounting and risk frameworks and management strategies. Thus, there is a clear need for processing capacity at supercomputing levels. Demand is growing for dynamic, high-performance computing capacity to meet the needs of multiple business applications and actuarial platforms. Such capacity must also be elastic to efficiently meet peak demands experienced during periodic reporting cycles. There is also an opportunity to collaborate in the fine tuning of actuarial models and the computing environment to improve performance.
6. The Holy Grail–Control and Flexibility
Many attempts to support actuarial needs through the introduction of controlled environments run aground due to the failure to recognize and support actuaries’ need for flexibility. While hands-off and controlled production environments make intuitive sense, they may fail to address the demands for Adhoc analysis on very short notice to address the decision-support needs of senior management. Effective use of a sandbox environment, alongside the traditional development, test and production environments, can help address actuaries’ critical need for flexibility.
7. Business Intelligence
The appetite for actuarial information has never been greater and actuaries require good tools to manage and provide transparency into their modeling results, including:
• Multi-purpose corporate models for planning and forecasting, stress testing, capital management and Asset-Liability Management (ALM)
• Attribution and roll-forwards of complex valuations
• Monitoring and interpreting stochastic valuations
• Granular and summarized reporting
• More “what if” analysis
The real need is to demystify the actuarial black box for internal customers and enable actuaries to focus on analysis and decision support. Fortunately, the tools to do so generally already exist within the enterprise IT toolbox.
8. Help Wanted- The IT Support Model for Actuarial
It is not unusual to find actuaries in insurance companies performing certain tasks that are either more suited to IT or could be improved with the help of IT. For instance, actuaries often spend considerable time in validating, cleansing and manipulating data, maintaining large and complex models and valuation systems (sometimes without a good system development life cycle methodology), supporting modeling and valuation processes and related grid environments, and managing model outputs. Closer collaboration between actuarial and IT to better align roles and leverage skill sets can be a game changer. But there needs to be (at least some) dedicated IT support for actuarial needs.
What doesn’t eat, sleep, need study time, use actuarial jargon or look at its shoes when it talks to you?
Answer: a data robot.
Much of the non-value-added work being done by actuaries today is addressing data quality and data integration issues. The emerging field of data robotics may yield significant quality and productivity gains when applied within the actuarial domain. Robotics is an example of an innovative technology where actuarial and IT can work together.
10. Mind the Gap
First and foremost, there is a need to improve the dialogue and change the mentality on both sides of the IT-actuarial divide. The “us vs. them” thinking that commonly exists is counter-productive. Both groups have contributed to historical dysfunction. For companies to succeed going forward, actuarial and IT teams need to work as one and collaborate toward common goals. Success requires change by both parties, but the benefits that result from such synergy will be worth the effort.
The current state of the actuarial-IT partnership varies considerably by carrier—as will the appropriate path forward for each. But the need for stronger collaboration as a means to drive better overall performance is clear and consistent across the industry. Enhanced financial performance and risk management for the company and greater productivity and responsiveness from actuarial teams are impossible without it.
The Rise of Banking Biometrics
Banking Compliance, Risk, and Regulatory Requirements: Playbook for the Attacker
By Tom Farrah, CIO & SVP, Dr Pepper Snapple Group
By George Evans, CIO, Singing River Health System
By John Kamin, EVP and CIO, Old National Bancorp
By Phil Jordan, CIO, Telefonica
By Elliot Garbus, VP-IoT Solutions Group & GM-Automotive...
By Dennis Hodges, CIO, Inteva Products
By Bill Krivoshik, SVP & CIO, Time Warner Inc.
By Gregory Morrison, SVP & CIO, Cox Enterprises
By Alberto Ruocco, CIO, American Electric Power
By Sam Lamonica, CIO & VP Information Systems, Rosendin...
By Sven Gerjets, SVP-IT, DIRECTV
By Marie Blake, EVP & CCO, BankUnited
By Lowell Gilvin, Chief Process Officer, Jabil
By Walter Carvalho, VP & Corporate CIO, Carnival Corporation
By Mary Alice Annecharico, SVP & CIO, Henry Ford Health System
By Bernd Schlotter, President of Services, Unify
By Bob Fecteau, CIO, SAIC
By Jason Alan Snyder, CTO, Momentum Worldwide
By Jim Whitehurst, CEO, Red Hat
By Marc Jones, Distinguished Engineer, IBM Cloud Infrastructure