Citius, Altius, Fortius: w can actuaries reinvent themselves?

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Erica Atkinson
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1 Citius, Altius, Fortius: w can actuaries reinvent themselves? Marc Mer, Magnolia Aspiras, Kaise Stephan 2016, Deloitte Actuaries & Consultants This presentation has been prepared for the 2016 Financial Services Forum. The Institute Council wishes it to be understood that opinions put forward herein are not necessarily those of the Institute and the Council is not responsible for those opinions.

2 It s a process of answering FOUR questions here is the Actuarial Profession now? hat trends are impacting us, our industries, and the environment in hich we work? here do we want the Actuarial Profession to be? ow are we going to get there?

3 here is the Actuarial Profession now?

4 Our current reach: Fields, areas and tools ther / nment Micro Banking Energy Risk Mgmt nancial ice Life Investments General Health Predictive Analytics Public Policy Private Equity Telco / Media Superannuation Valuation Techniques Sporting Social Welfare

5 Our current attributes: The four faces of actuaries

6 uaries tend to be focused on Steward and Operator roles Steward Operator Catalyst Strategist Statutory reporting Management & metrics reporting Technical service delivery (reserving, pricing, capital modelling, etc.) Internal controls & governance Compliance work Resource management Issue diagnostics & resolution Leveraging & driving system capabilities Knowledge management System & process management Helping implement strategy & vision Stakeholder mgmt & negotiation Influencing outside of management lines Organisational change management Business judgement Corporate decision making Setting priorities Set strategy & vision Foster innovation New management reporting Dealing with business ambiguity Profitability decisions Translating data into business terms Business and commercial acumen

7 hat trends are impacting us, our industries, and the environment in which we work?

8 The world is changing RAPIDLY around us Source: World Economic Forum Source: Various estimates

9 Current trends & disruptors = Challenges AND Opportunities THE GOAL chnology External Social Impact Customer Sharing

10 Our current reach ther / nment Micro Banking Energy Risk Mgmt nancial ice Life Investments General Health Predictive Analytics Public Policy Private Equity Telco / Media Superannuation Valuation Techniques Sporting Social Welfare

11 If we DON T adapt ther / nment Micro Banking Energy Risk Mgmt nancial ice Life Investments General Health Predictive Analytics Public Policy Private Equity Telco / Media Superannuation Valuation Techniques Sporting Social Welfare

12 If we DO adapt ther / nment Micro Banking Energy Risk Mgmt nancial ice Life Investments General Health Predictive Analytics Public Policy Private Equity Telco / Media Superannuation Valuation Techniques Sporting Social Welfare

13 Where do we want the Actuarial Profession to be?

Delegate and upskill your team. BE A BETTER STEWARD/OPERATOR. Develop a voice.

14 Where do we want to be? Our Future Vision BREAK INTO NEW FIELDS Where do we want to be? Think more out of the box. BECOME MORE OF A STRATEGIST. Building efficiencies. Delegate and upskill your team. BE A BETTER STEWARD/OPERATOR. Develop a voice. BECOME MORE OF A CATALYST. Be more effective and efficient Stewards and Operators to become more of a Catalyst Strategist Expand into new fields

15 40% Where do we want to be? We want to redefine our traditional roles Steward Operator Catalyst Strategist 30% 20% 10% 25% 20% 30% 25%

16 How are we going to get there?

17 How are we going to get there? We can be more efficient Operators and Stewards Future Vision ant to drive the process rather than the process driving us. We want to be aware of and disruptors affecting the current and future states of the industry we work in. Operator ess Efficiencies ation Effectiveness development and delegation Steward Governance and controls Build market and industry knowledge Use experts experts

18 How are we going to get there? and focus on being a Strategist and Catalyst in the firm Future Vision ur freed up time in a business context way to influence direction within our organisations. enting from negotiation standpoint, influencing others outside our control, plugging into isations strategic direction/pulse. Strategist / Catalyst er develop our education, exposure, experience : practice, practice, practice ess/refocus an interest on functions that are seen as strategic s on things that matter most in order to reach our vision experts

What are our options? Assessing our options outside of core actuarial New Skills Existing Retail Financial Advice Predictive Analytics??? Micro Public Policy?

19 What are our options? Assessing our options outside of core actuarial New Skills Existing Retail Financial Advice Predictive Analytics??? Micro Public Policy? General Investments Life Banking Health Superannuation Private Equity Sporting Social Welfare Weather Farming Energy Media? Valuation Techniques Risk Mgmt New

20 How are we going to get there? We want to use our skills in new fields ER MEDIA RTS ENERGY VATE EQUITY PREDICTIVE ANALYTICS OCIAL WELFARE MICROINSURANCE POLITICS FARMING

21 How are we going to get there? Key Insights from non-traditional actuaries orts tuary You can apply your skills in a field that you love. Microinsurance Actuary Many countries do not have actuaries but have the need for protection eg Nigeria is a country of 160m with only 1% of the population insured. Energy Actuary Actuaries need to be less risk-averse and more a risk taker. Negotiation skills are key in this field. Predictive Analytics An actuary who has knowledge of the modelling process can be a bridge or a catalyst between the clients with problems and the statisticians with the statistical models.

22 How are we going to get there? How to be successful in non-traditional fields Personally Don t confine yourself within insurance Be a risk-taker Expand thinking outside the box Take out technical skills into new fields Network o Give talks to other professions on what we can do for them o Informal networking with people in other industries to build confidence with those people in our abilities o Partner with the right people Develop knowledge of the industry, and build contacts Remain close to the actuarial profession Education Set assessments from general scenarios or practical examples, not only insurance Include negotiation skills in CAP course living component Mix soft skills with Part I Learning to price with little to no data, and with non-standard distribution channels Develop communication and management skills Create initiatives on non-traditional fields Liaise with universities to receive appropriate training

23 Concluding remarks Why reinvent? Remain relevant in an ever-changing world, so we can continue to have a strong influence over society. Potential to make an impact on society, to bring credit to our profession and ourselves, to succeed in our roles and careers, and enjoy the work we do. This potential has not been fully tapped. Untapped potential The untapped potential can be seen across our existing/traditional fields where Chief Actuaries themselves are telling us how much they want to change And can also be seen in new fields where we ve learned about actuaries working in non-traditional areas who have given us real-life examples and advice. Take action Role of profession vs individuals take ownership Are you the best placed person to do the job?

24 THE END

The Rise of the Exponential Actuary TM

The Rise of the Exponential Actuary TM Actuaries have the opportunity to spend more time as business strategists and offering voices to the C-suite. Opportunity: The transformation of the actuarial profession