Posts Tagged ‘Joan Lamm-Tennant’



January 2nd, 2014

Emerging Markets Stories on GC Capital Ideas

Posted at 1:00 AM ET

Here we bring together recent GC Capital Ideas stories that have focused on emerging markets.

Demand for Asia Pacific Catastrophe Reinsurance at a Record High in 2013: Total Asia Pacific catastrophe limit purchased in 2013 increased for the tenth year in a row, but once again failed to keep pace with strong gross domestic product growth in the region, according to a new report released today by Guy Carpenter.

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Capital Stewardship Option: M&A - Grow/Diversify by Territory:  With growth opportunities limited in mature markets, many insurers are looking to emerging markets for future expansion, in particular China, Southeast Asia and Central and Latin America.

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Opportunities in Latin America: A Microscopic Look: While markets in some developed countries are demonstrating signs of recovery from the economic uncertainty of the last few years, and the growth in some developing markets is slowing, emerging countries remain attractive for insurance companies seeking opportunities for profitable growth. Latin America is an especially significant emerging region - it is rich in natural resources, geographically close to the United States and all of its governments are democratic. Before entering and engaging in business in this region, it is necessary for companies to be familiar with the economic environment, political situation, regulations, trends and risks that may be encountered.

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September 9th, 2013

Opportunities in Latin America: A Microscopic Look

Posted at 1:00 AM ET

lamm-tennant_joan_biodominedo-stefano-photoJoan Lamm-Tennant, PhD, Global Chief Economist and Risk Strategist, and Stefano Dominedo, Vice President

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While markets in some developed countries are demonstrating signs of recovery from the economic uncertainty of the last few years, and the growth in some developing markets is slowing, emerging countries remain attractive for insurance companies seeking opportunities for profitable growth. Latin America is an especially significant emerging region - it is rich in natural resources, geographically close to the United States and all of its governments are democratic. Before entering and engaging in business in this region, it is necessary for companies to be familiar with the economic environment, political situation, regulations, trends and risks that may be encountered.

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September 5th, 2013

Emerging Markets Review

Posted at 1:00 AM ET

Here we bring together recent GC Capital Ideas stories focused on the growth opportunities afforded by emerging markets. 

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May 28th, 2013

Guy Carpenter’s Chief Economist on Opportunities for Profitable Growth

Posted at 1:00 AM ET

lamm-tennant_joan_bioIn honor of her being awarded Insurance Woman of the Year by the Association of Professional Insurance Women, we highlight Joan Lamm-Tennant’s recent article that appeared on GC Capital Ideas. Joan is Guy Carpenter’s Chief Economist and Risk Strategist. 

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May 2nd, 2013

Microinsurance on GC Capital Ideas

Posted at 1:00 AM ET

Here we review recent stories on GC Capital Ideas that covered microinsurance.

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March 27th, 2013

Profitable Growth Opportunities

Posted at 1:00 AM ET

Here we present recent GC Capital Ideas stories focusing on profitable growth. 

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February 25th, 2013

Thinking Differently: Opportunities for Profitable Growth

Posted at 1:00 AM ET

lamm-tennant_joan_bioJoan Lamm-Tennant, PhD, Chief Economist and Risk Strategist
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The macroeconomic environment continues to be top-of-mind among insurance leaders. With growth in global real gross domestic product (GDP) slowing from 4.1 percent in 2010 to 3 percent in 2011, insurance leaders continue to experience significant headwinds challenging profitable growth. As reported by Swiss Re, insurance overall direct premiums declined 0.8 percent in real terms in 2011. Nevertheless, pockets of opportunities do exist and will continue in the near term. Stabilizing social/political conditions, investments in infrastructure and demographic progression continue to fuel strong positive GDP growth and increasing insurance penetration in emerging economies. In these economies, overall direct premiums increased 1.3 percent in real terms in 2011, with non-life premiums increasing 9.1 percent.

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September 8th, 2012

Thinking Differently: Opportunities for Profitable Growth

Posted at 11:00 PM ET

lamm-tennant_joan_bioJoan Lamm-Tennant, PhD, Chief Economist and Risk Strategist
Contact

The macroeconomic environment continues to be top-of-mind among insurance leaders. With growth in global real gross domestic product (GDP) slowing from 4.1 percent in 2010 to 3 percent in 2011, insurance leaders continue to experience significant headwinds challenging profitable growth. As reported by Swiss Re, insurance overall direct premiums declined 0.8 percent in real terms in 2011. Nevertheless, pockets of opportunities do exist and will continue in the near term. Stabilizing social/political conditions, investments in infrastructure and demographic progression continue to fuel strong positive GDP growth and increasing insurance penetration in emerging economies. In these economies, overall direct premiums increased 1.3 percent in real terms in 2011, with non-life premiums increasing 9.1 percent.

Continue reading…

February 21st, 2011

Top Enterprise Risk Management Stories of the Last Year

Posted at 1:00 AM ET

Here are our most popular stories on enterprise risk management that have appeared on GC Capital Ideas in 2010.

Turn Insurance Portfolio Modeling and Management into a Strategic Advantage: Companies that optimize the use of economic capital models to holistically manage portfolios may gain a powerful advantage in the marketplace. Improved risk decision-making and capital allocation can translate to profitable growth and an increase in shareholder value. But, it takes a commitment: ongoing integration and evaluation of the models in the operation may create ongoing benefits to results.

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Creating Value by Integrating Risk Management with Capital Management and Overall Business Strategy: Enterprise Risk Management (ERM) enables an organization to integrate its risk management strategy with its capital and business strategies, ultimately improving the linkage between operational and financial decision making. ERM consists of four elements: identifying and managing critical risks; quantifying the impact of these risks on capital adequacy and earnings, setting risk appetite and tolerance, and embedding risk management into the strategic decision-making process. Several studies have shown that firms with stable results consistently create more value for stakeholders than those with volatile results.

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The Time Profile of Risk: From the Desk of Guy Carpenter’s Chief Actuary:  According to the draft European Union Solvency IIc directives, companies will need to provide an “own risk and solvency assessment” (ORSA). The Committee of European Insurance and Occupational Pensions Supervisors (CEIOPS) has prepared an issues paper that provides guidance to assist (re)insurers in implementing the ORSA.

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GC Videocast - Enterprise Risk and Risk Capital: A Perspective on the Future (Joan Lamm-Tennant)   Guy Carpenter’s Global Chief Economist Joan Lamm-Tennant reviews emerging themes, post financial crisis, around enterprise risk and risk capital.

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Corporate Decision Making Using Economic Capital Models: Part I: Introduction, Quantifying Corporate Risk:  In the 1980s many large general insurance companies investigated the use of dynamic financial analysis for corporate decision making. Only a small number of insurers and reinsurers, many of which were European, were able to develop dynamic financial models that were adequate for use in decision making. The primary obstacles to implementation were actuarial knowledge and computer technology. By the early 2000s, technology had improved, actuaries had developed techniques that allowed better quantification of insurance risks and dynamic financial analysis had evolved into enterprise risk management (ERM) supported by economic capital models. With these improvements, regulators began to develop solvency rules that create incentives for insurers to implement economic capital models. Although the current impetus for economic capital models is regulatory, the original purpose of enhanced strategic decision making is still valid and companies that use their economic capital models for ERM will be industry leaders.

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Corporate Decision Making Using Economic Capital Models: Part II: Identifying Capital Needs:  Capital needs can be defined from a number of different perspectives:

  • Regulatory: which focuses on the probability of insolvency;
  • Rating agency: which focuses on both the probability of insolvency and the ability to continue with the current rating; and
  • Going concern: which focuses on the ability to continue to implement current plans.

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(Re)Insurance Innovation: Committing to the Leading Edge, Part I:  Overview:   The threats to which (re)insurers’ capital is exposed seem to multiply with alarming regularity. Today, the industry is contending with risks that were barely imaginable (at best) 20 years ago. In an age when carriers must respond to casualty catastrophes, the possible effects of climate change and financial market calamity - perhaps all on the same earnings call - it’s natural to wonder if the right tools and techniques for the job are available. Risk and capital management have only grown in complexity, a trajectory that is quite likely to continue - and probably accelerate.

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(Re)Insurance Innovation: Committing to the Leading Edge: Part II:  The Challenge of Innovation: Innovation can be a source of competitive advantage. A (re)insurer - or service provider (e.g., a reinsurance intermediary) - devises a solution to a particular challenge that the industry faces. It results in improved risk or capital management, for example, leading to enhanced margins, the optimization of capital deployment or expense management. Since the innovator - or early adopter of a service provider’s new idea - has access first, it realizes the benefit ahead of competitors that wait for the trend to crystallize.

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(Re)Insurance Innovation: Committing to the Leading Edge, Part III: Get in the Game Early:  Those who invest in and prioritize research and development - and introduce new tools and ideas - benefit from more than just the prestige of being first. Early movers define the standard to which others will have to adapt later. They shape the development of innovation, and thus its evolution, as it moves from a radically new idea to an accepted marketplace practice. In possessing this control, they hold the upper hand over their competitors, which become weighted with the burdens of the catch-up clamor.

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(Re)Insurance Innovation: Committing to the Leading Edge, Part IV: Staying Out Front Innovation must be continual, because of the lifecycle that governs it. If you’re not innovating (or adopting) now, you’re falling behind. The advantages of one innovative solution are quickly outpaced when another is developed or that same solution is adapted to new situations; and if the originator is not doing the work to make those leaps, the reputation of innovation can be quickly lost.

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(Re)Insurance Innovation: Committing to the Leading Edge, Part V: The Elements of Innovation:  Innovation requires a dedication to research, creativity, resources and foresight. Above all, however, it takes courage to accept the risks - to strive for success rather than cowering in fear of failure. In fact, the best companies learn from occasional mistakes. Learning from failure during the development stages of innovation strengthens a company’s capabilities. It creates an understanding of the issue at hand farther reaching and more in depth than that of the competitors which attach to the idea after it has been accepted as a standard. This understanding fosters a more effective use of that innovation as well as a platform from which to generate new ideas with the practical experience of what works and what does not.

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October 1st, 2010

Creating Value by Integrating Risk Management with Capital Management and Overall Business Strategy

Posted at 1:00 PM ET

Joan Lamm-Tennant, PhD, Global Chief Economist and Risk Strategist
David Lightfoot, CPA, Head of Analytics, Asia Pacific
Contact

Introduction
Enterprise Risk Management (ERM) enables an organization to integrate its risk management strategy with its capital and business strategies, ultimately improving the linkage between operational and financial decision making. ERM consists of four elements: identifying and managing critical risks; quantifying the impact of these risks on capital adequacy and earnings, setting risk appetite and tolerance, and embedding risk management into the strategic decision-making process. Several studies have shown that firms with stable results consistently create more value for stakeholders than those with volatile results.

Continue reading…