We want our members to have rewarding and fulfilling careers. There is no set ‘landing zone’ for this, but underpinning our approach is the belief that the best thing we can do is ensure actuaries have a vision for the future, a growth mindset, and the knowledge that we will help them develop the skillsets and learning they need.
As our members – and indeed the world – face the unique challenges posed by climate change, the IFoA recognises its unique responsibility to support members with the challenges of today and the future. Navigating this new world requires new thinking and, over the past year, you have told us what would make a positive difference for you. We have listened.
When we started discussing the 2021 IFoA’s Thought Leadership Series and how we could position it in support of our purpose – that is, to be the voice of actuaries, and to support, develop and be the voice of our members – we knew member involvement had to be at its heart, not least because thought leadership is often described as being when one person’s thoughts are used to lead others.
With the turn of the IFoA’s sessional year – and a new president and Council installed – comes the opportunity to take a fresh look at our future. Much has changed since the onset of COVID-19, but one thing is certain: we won’t see the pre-2019 world again, and the only way is forward.
Shortly after being offered the opportunity to join the IFoA as CEO, I made it a priority to pore over the results of the all-member survey that had just landed. Some of the feedback was truly heartening: it was inspiring to see how excited our student population is about the professional journey ahead of them. The commitment of our volunteers, as ever, shone through. And given the importance that the IFoA places on diversity, equity and inclusion, it was encouraging to see how members from around the world come to us – and stay with us – because they believe the IFoA is a place where they can
One of the things I value about being the CEO of the IFoA is the clarity of accountability to our membership. It provides a clear line of sight for the things we do, what the organisation aims to achieve, and what I expect to be judged against.
When we launched the IFoA’s new five-year strategy, we knew our success would hinge on ensuring that our members were at the forefront of all that we do, and that our culture (‘the way we do things’) had this as second nature.