Opinion

Lloyd’s needs speed and efficiency in its decision-making more than ever right now as it grapples with a set of existential challenges.

The finance chief, who joined Lancashire in 2006, says it's time for a change.

Silos are the egg mornay of the corporate cook book. Deeply unfashionable, untouched by any retro-chic revival and not what you’d wheel out to make an impression.

There is no reward in predicting the blindingly obvious.

Before rock survivor Ozzy Osbourne was fully rehabilitated and had his star re-cast via reality TV – that is to say at the end of the decade he had spent as a genuine has-been – he featured in a low-budget UK documentary looking at his extraordinary career.

Is the easy money phase of InsurTech over?

Last week, this title reported that private equity house Madison Dearborn is nearing the acquisition of Lloyd’s business Neon.

One theme arising from the British Insurance Brokers’ Association (Biba) conference last week was how the company market might benefit from business dropped by Lloyd’s syndicates in recent months.

Often we like it when other people take responsibility for our decisions.

The Future of Skills in the London Market report this week depicted a sector facing a huge task to quickly procure the expertise it needs for the rapid evolution it is undergoing.

We always hear that insurance is, at its core, a people business.

After the KRW storms of 2005, I remember interviewing a top reinsurance broker and making the casual remark that the major spike in property cat pricing must be making his bosses very happy. I envisioned bulging brokerage accounts and big bonuses all round at year end.