There are lots of ways to define ‘culture’; one I favour is ‘the way we do things’. I joined the IFoA to support its transformation and I know that it is unachievable without the right member-centric culture.
In that context it is interesting to see how far the IFoA has come since its founding 10 years ago. As we pursue our 2020-24 strategy, we are also ensuring our culture and ways of operating will help us achieve it as intended. We’ve reoriented our teams towards a more matrix-like structure, helping to promote collaboration, a strong line of sight and member focus on key outcomes from this strategy. We have also launched a refreshed approach to key account management in order to better support the end-to-end experience of members and stakeholders. I have met with more than 60 employers as part of an employer roadshow to understand the challenges they are facing and how the IFoA can help. Whether you contact us as a member, or a representative of an employer of members, we want to be more joined up.
In a pandemic, one can almost forget the puzzle of Brexit and what it will mean for us all. With a targeted deadline of 31 December, we are focusing on the end of the transition period. As you may recall, we invited colleagues within our member firms to submit views on the trade negotiations and the UK’s new EU relationship through our Brexit Member Employer Survey. Your feedback will provide direction for our advocacy work around Brexit so that we can raise any concerns to key decision-makers with one powerful voice.
All of the cultural work is informed and underpinned by work on thought leadership, defining the purpose and values of the IFoA. At times it is helpful to step back and admire the fact that our volunteers and colleagues have made tremendous progress from their homes in recent months. We talk about ‘the way we do things’, and if the past few months are any indication, the IFoA and our members are rising to the challenge.
Stephen Mann is the chief executive of the Institute and Faculty of Actuaries
