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RIMS and AIG Announce 2013 Risk Management Hall of Fame Inductees

Robert Nighan (second from left) accepted the honor for Hall of Fame inductee David Sterling while the late Robert Spencer’s honor was accepted by his wife Charlotte (third from right) and daughter Libby (second from right). (Photo: Joe Zwielich)

David C. Sterling and Robert S. Spencer are the newest members of the Risk Management Hall of Fame, RIMS and AIG announced today. The Risk Management Hall of Fame serves as a means to maintain the history of the field of risk management and recognizes risk practitioners who have made significant contributions to advancing the discipline. Both honorees were officially inducted at RIMS 2013 Annual Conference & Exhibition in Los Angeles.

In order to be selected, the Risk Management Hall of Fame considers the following criteria: considerable contributions to the field; significant achievements, innovation and trend setting; demonstrated leadership, character and service; and the highest caliber of ethical and professional conduct.

So with this in mind, here are some of the accomplishments of the 2013 inductees:

DAVID C. STERLING

David C. Sterling joined The Hartford Financial Services Group, Inc. in 1964 after serving two years with the U.S. Army at Fort Kobbe, Panama Canal Zone.  He retired from The Hartford after 42 years as assistant vice president and senior risk manager, where he managed The Hartford’s worldwide risk programs and exposures to accidental loss including the placement of all insurance and non-insurance programs designed to protect the organization.

David is a risk and insurance pioneer. He purchased and implemented one of the first EPLI (employment practices liability insurance) programs in the insurance industry; purchased and implemented one of the first cyber risk liability, property and crime insurance programs; and implemented one of the industry’s first blended multi-year program for a financial institution and rolled the program over several times to achieve significant savings.

Throughout his career, he shared his professional experiences and expertise with students and risk professionals who expressed interest in advancing their careers.

At the West Hartford Branch of the University of Connecticut, he taught the Insurance Institute of America’s Risk Assessment program, one of three courses required for The Institute’s Associate in Risk Management (ARM) designation.

Additionally, he was a reviewer of The American Institute for CPCU (now called “The Institutes”) texts for the Chartered Property Casualty Underwriter (CPCU) designation program which focuses on risk management and insurance, as well as a reviewer of other texts published by them. For more than 30 years, he served The Institutes on its CPCU Exam Review Committee. He also authored a CPCU monograph entitled “Environmental Liability: An Insurance Perspective.”

David is currently a member of RIMS Connecticut Valley Chapter, the CPCU Society and the Society of CIC. He holds 28 professional risk management and insurance designations, as well as a State of Connecticut’s producer’s license and a State of Connecticut’s certified insurance consultant license.

ROBERT SPENCER

During his 17-year career, Robert S. Spencer held numerous risk management positions including vice president of insurance for Fuqua Industries Inc.

At Fuqua, he was responsible for the development and implementation of the organization’s risk management program that included a very diverse portfolio that includes everything from the manufacturing of lawnmowers and sporting good to being the eighth-largest trucking company in the United States. In 1976, he co-founded Fuqua’s Bermuda-based captive, Fuqua Insurance Company Ltd.

Robert is credited with setting standards on the dealings of captives with reinsurance markets, both domestic and international. He was also responsible for a workers compensation self-retention program that was adopted by 31 U.S. states in the Fuqua program.

Robert served the Atlanta Chapter of RIMS in all officer positions including president in 1973. He also served as a vice president of RIMS from 1974 – 1977 and RIMS president from 1977 – 1978. He was a founding member of the Canadian Institute of Chartered Accountants.

Most importantly, Robert was quick to share the knowledge he gained with others so that the principles of “good” risk management could be passed on without reinvention. He fostered numerous programs at both the Atlanta Chapter and international levels of RIMS to support students, and expose them to the risk management profession.

Thirty-four years after his death in 1979, his legacy continues to provide educational opportunities for young men and women seeking to advance their education in business, insurance, actuarial sciences, and the risk management fields through the Spencer Educational Foundation.  Established in 1979 in his memory, the Foundation funds the education of tomorrow’s risk management and insurance industry leaders.  Since 1999, the charitable organization has awarded $4.7 million in student scholarships and $2.2 million in educational grants.

Additionally, Robert was responsible for establishing RIMS’ Anita Benedetti Student Involvement Program in 1978.

Hank Greenberg on Executives, Culture and What to Do With Negative Personnel Directors

In the video above, Maurice “Hank” Greenberg — the 87-year-old architect of AIG and current chairman and CEO of C.V. Starr & Co. — speaks his mind in an interview with Carrier Management

He talks about:

  • his time in the Korean War
  • his “purely by chance” start in insurance after returning stateside
  • how he fired the first personnel director he met in the industry (a “jerk” whose “attitude was very, very negative”)
  • the mark of a good executive (one who “tries to be himself” rather than just following in someone else’s footsteps “to be like them” — “if you don’t think independently, what are you: You’re just a copycat”)
  • How corporate culture evolves over time (“you’ve got to be sensitive to change”)

He has never been a bashful man.

Managing Strategic Risk: It All Starts With a Plan

There are many ways a company’s long-term strategy can fail.

The problem may be execution. Or perhaps continually shifting the plan aka moving the goal posts (*cough* … Hewlett-Packard). Another common downfall is expanding too fast (*cough*Toyota). Sometimes companies fall victim to their own success, deluding themselves into believing they can thrive in areas in which they aren’t suited to succeed (*cough*Bank of America buying Countrywide) or emerging areas they simply don’t understand (*cough* … AIG insuring mortgage-backed securities). Or companies can fail via the inverse: resting on their laurels and failing to change as the world around the does (*cough* … Blockbuster).

In short, there are eight millions ways to die.

There may only be one, however, that predestines a company to fail: starting with a flawed plan. Or, to play on the cliché: failing to plan may be planning to fail — but planning poorly might be just as bad.

To that end, Forbes has compiled a “top ten ways strategic plans fail.” Head over there for the full list but these are the five I consider to be the most insightful lessons.

1. Having a plan simply for plans sake. Some organizations go through the motions of developing a plan simply because common sense says every good organization must have a plan. Don’t do this. Just like most everything in life, you get out of a plan what you put in. If you’re going to take the time to do it, do it right.

3. Partial commitment. Business owners/CEOs/presidents must be fully committed and fully understand how a strategic plan can improve their enterprise. Without this knowledge, it’s tough to stay committed to the process.

7. Having the wrong people in leadership positions. Management must be willing to make the tough decisions to ensure the right individuals are in the right leadership positions. The “right” individuals include those who will advocate for and champion the strategic plan and keep the company on track.

8. Ignoring marketplace reality, facts, and assumptions. Don’t bury your head in the sand when it comes to marketplace realities, and don’t discount potential problems because they have not had an immediate impact on your business yet. Plan in advance and you’ll be ready when the tide comes in.

10. Unrealistic goals or lack of focus and resources.

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 Strategic plans must be focused and include a manageable number of goals, objectives, and programs.

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Fewer and focused is better than numerous and nebulous. Also be prepared to assign adequate resources to accomplish those goals and objectives outlined in the plan.

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The Top 25 Property/Casualty Insurance Writers

No, neither Johnathan Franzen nor myself made the list. We’re talking about the companies that wrote the most business in 2010. Here’s the full list of the top 25 U.S. carriers in terms of net premiums written, according to AM Best.

1. State Farm Group—$50,808,635
2. Allstate Insurance Group—$24,796,656
3. Liberty Mutual Insurance Cos.—$21,483,996
4. Berkshire Hathaway Insurance—$21,358,316
5. Travelers Group—$20,594,458
6. American International Group—$19,687,720
7. Nationwide Group—$14,489,531
8. Progressive Insurance Group—$14,476,676
9. Farmers Insurance Group—$14,129,512
10. USAA Group—$10,679,414
11. Hartford Insurance Group—$9,688,760
12. Chubb Group of Insurance Cos.—$8,927,736
13. CNA Insurance Cos.—$6,188,618
14. American Family Insurance Group—$5,324,290
15. Allianz of America—$4,666,301
16. Auto-Owners Insurance Group—$4,485,442
17. Munich-America Holding Corp.—$4,413,834
18. Zurich Financial Services NA Group—$4,400,123
19. Erie Insurance Group—$4,019,273
20. Ace INA Group—$3,705,475
21. Transatlantic Holdings Inc. Group—$3,418,020
22. W.R. Berkley Group—$3,392,330
23. The Hanover Insurance Group Property & Casualty Cos.—$3,053,508
24. MetLife Auto & Home Group—$2,983,236
25. Cincinnati Insurance Cos.—$2,965,462