Information Matrix

Impossibility has often featured in humourous fiction.  From Lewis Carroll's White Queen, who "believed as many as six impossible things before breakfast", to Douglas Adams' Restaurant at the End of the Universe, there is entertainment value in absurdity.

When asked what was most likely to blow a government off-course, Harold Macmillan allegedly replied "Events, dear boy, events!". Macmillan may not have actually uttered these words (Knowles, 2006, pages 33-34), but there's no denying that unexpected events can derail your plans.  I was recently faced with some unexpected events, albeit in a rather different context.

In Richards et al (2013) we described how actuaries can create mortality tables derived from a portfolio's own experience, rather than relying on tables published elsewhere. There are good reasons why actuaries need to be able to do this, and we came across a stark reminder of this while writing Richards & Macdonald (2024).

I have blogged previously about the risks in reinventing software that has already been built.  As usual, I declare my complete and utter lack of independence in the opening paragraph - I run a business providing software services to actuaries.  And while this blog might be self-interested(!), that doesn't make the point here any less true.

In an earlier blog I looked at the arguments in favour of buying in specialist software, rather than trying to build it yourself.  Of course, as someone whose business is providing software services for mortality and longevity work, I am somewhat partisan.  To balance things out, I wrote a follow-up blog on when it makes sense - even for us - to source external sof

I must have been one of many students who chose maths over medicine, because I have a terrible memory, and medics have to memorize books by the kilogram. In maths, if you understand how to do something, there is nothing to remember.  Right?

Up to a point.  Here are three mathematical relations where the order or direction matters, that I can never remember, no matter how often I have encountered them.

In a previous blog I looked at how continuous-time methods can provide real-time management information.  In that example we tracked the (almost daily) development of the mortality of two tranches of new annuities, as shown again in Figure 1.

Figure 1.  Cumulative hazard, \(\hat\Lambda(t)\), for new annuities written by French insurer.  Source: Richards and Macdonald (2024).

The sooner you know about a problem, the sooner you can do something about it.  I have written before about real-time updates to mortality estimates during shocks.  However, real-time methods also have application to everyday management questions.  Consider Figure 1(a), which shows a surge in new annuities in December 2014.  The volume of new annuities written in that month was large enough to shift the average age of the in-force annuit

Actuaries tasked with analysing a portfolio's mortality experience face a gap between what has happened in the outside world and the data they actually work with.  The various difference levels are depicted in Figure 1.

Figure 1.  The actuarial data onion.