Global Reinsurance Masterclass series: 6. Intelligent Matchmaking

This Masterclass outlines the traditional sources of brokers' value and remuneration, and explores how current industry dynamics challenge the traditional model.

Updated: 16/10/2013
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Views: 3,399

Global Reinsurance Masterclass series: 5. Strategic reinsurance relationships

Building and managing client relationships involves a significant investment of time and resource. In this Masterclass we show how reinsurers can manage their clients strategically, so that resources invested support the business strategy and 'pay off'; either directly or indirectly.

Updated: 15/10/2013
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Views: 3,411

Global Reinsurance Masterclass series: 4. Be a better reinsurer

Changes in the global reinsurance industry are having a profound impact on the internal operations of reinsurance firms. Success in this environment increasingly relies on a firm's ability to coordinate diverse pockets of specialised knowledge. This masterclass identifies the critical capabilities required to utilise these knowledge pools for optimum operational excellence.

Updated: 10/03/2016
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Views: 5,767

Global Reinsurance Masterclass series: 3. Winning the game

Reinsurance providers have typically avoided head-to-head competition by occupying different strategic positions, according to their different perspectives on what constitutes attractive business. However, industry evolution is generating greater rivalry that is eroding some of these distinctions and driving reinsurers towards new strategic positions. This masterclass identifies these strategic groups and analyses the moves reinsurance companies can take to prosper.

Updated: 10/03/2016
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Views: 8,025

Global Reinsurance Masterclass series: 2. Fit for purpose?

The reinsurance industry is a secondary industry. It exists to serve the needs of a primary insurance industry: so trends in insurance are likely to change the kinds of products which insurance companies need from reinsurers. This Masterclass focuses on the buyers of reinsurance - the primary insurers, whose world is rapidly changing - and shows how reinsurers need to position themselves to continue

to attract insurers' premium.

Updated: 15/10/2013
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Views: 10,228

Global Reinsurance Masterclass series: 1. Re-think reinsurance

At the end of 2009 the reinsurance industry was a confident and optimistic one. A succession of major natural disasters during 2010, however, rocked the industry and since then both competition and regulation have intensified. In this first masterclass of a series of seven, we analyse the current state of the reinsurance industry and suggest strategic responses to the current competitive climate.

Updated: 15/10/2013
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Views: 5,726

The impact of Private Equity on employment, wages and human resources management.

Author(s):

Nicolas Bacon

 et al.

The impact of private equity backed leveraged buyouts (LBOs) has attracted increased regulatory scrutiny in the past two decades. This reflects the private equity industry's growing economic importance, and also the increased activity of private equity firms beyond their traditional US and UK markets. Private equity's growing presence in continental Europe in particular has caused considerable public controversy in terms of implications for workers and labour unions. This paper explores the impact of private equity LBOs on three labour management issues central to recent debates: employment and wages; human resource management practices; and industrial relations. We concentrate on these aspects because the impact of private equity LBOs on labour management and workers' interests continues to inform debates concerning the appropriate regulatory framework in which the private equity industry operates.

Updated: 09/02/2017
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Views: 9,820

Is good leadership the same all over the world?

Author(s):

Chris Rowley

 et al.

Media interest in leadership continues apace and unabated. Central to this interest is the simple, but not easy, question, what drives effective leadership?

Based on theory, research and practice, it is believed that being an effective leader is a mix of three determining factors: country context, organisational culture and personal competence. Understanding of each of these three influences helps leaders know how to be more effective. Professor Chris Rowley explains more.

Updated: 14/01/2013
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Views: 5,674

Resistance to knowledge transfer in mergers between professional service firms

It is known that the announcement of a merger creates a highly stressful environment of uncertainty, fear and distrust. Even if redundancies are not planned, individuals in both the acquired and the acquiring firms may fear loss of status and changes to their established work norms.

Why do individuals resist knowledge transfer in the context of mergers between professional service firms? Professor Laura Empson provides an executive summary of her recent paper on this topic.

Updated: 06/02/2013
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Views: 15,482