Pat Speer

Project managers need to remember that moving to a paperless environment is about changing how people work, how they rely on information and how they access it.

In the mobile business space, insurers must play by the rules consumers dictate.

Potential voluntary federal guidelines foretell a future that may require keeping a close eye on the balance between collaboration and control.

The rare yet emerging data scientist is a hybrid of data hacker, analyst, communicator and trusted adviser, making him a powerful asset to an insurance organization.

Faced with vetting the merits of existing and emerging technologies, IT is also being asked to recommend cost-saving ways of generating new business.

“Frankenstein”—a proposed self-camouflaging malware propagation system—represents a challenge and an opportunity for insurance IT and risk management professionals.

How do business and IT best accomplish the needs of their organization? We might take a lesson from a systems engineer.

IT needs to play a critical role when analytics is used pervasively throughout the enterprise, and business has an obligation to communicate expectations and trumpet its success.

Breaking down the barrier between IT and business mindsets needs to come from a mutual understanding of an organization's collective goals.

Thanks to this week’s Supreme Court oral arguments, insurers have an opportunity to rethink how they conduct business.

With all the tools and technologies at our disposal, isn’t it just good sense to hold clients’ contractually accountable for known risk management prevention efforts?

The use of GPS technology by SIU teams may be moot when looking at how proactive improvements in the claims arena may make a bigger difference.

Jobs' ability to simplify the complex created a consumer-driven culture that will force insurers to improve how they conduct business for years to come.

Ghoulish? Sure, but how can the industry fight the real cause of insurance fraud?

If we collectively suffer from a bad rap, it's because our industry lacks a community of leaders that can act as an organized front—a cohesive voice that can rebrand insurance as a prominent and respected force in financial services.

Three IT executives offer some telling evidence that they are forging a path for others who want to earn a spot at the business table.

A puppy may be just the thing to turn the tide of negative public perception.

To ensure effective change within an organization, C-level executives need to cultivate leaders at the business unit level.

Who thought the entertainment industry might be in a position to liberate insurers from an unrelenting bad rap?