Category: COVID-19

Beyond Pharmacology Alone: Integrative Soil Cultivation for Workforce Resilience

Above image: Modern industrial farming (pharmacology alone) can produce short-term results, but only as long as the constant chemical inputs continue. Stop the inputs and the plants quickly decline, because the underlying soil health was never built. Sustainable organic farming (integrative approach) cultivates rich, living soil that sustains healthy, nutrient-dense fruit even without constant intervention.

Part 4: Beyond Pharmacology Alone. Integrative Soil Cultivation for Lasting Chronic Condition Mitigation

February 20, 2026

By Humaculture, Inc.

This is the fourth in a 5-part companion series to ICSL’s analysis of post-COVID health trends and morbidity pressures.

In Part 1, we examined the broad crisis of rising chronic conditions driving costs.
In Part 2, we applied the Topological Model to variable-demand operations like trucking.
In Part 3, we explored chronic surges across large workforces using actual employer data.
Here, we build on these insights to examine why pharmacology alone falls short, and how an integrative Humaculture® Topological approach (“soil cultivation”) offers a sustainable, organic path forward.

While ICSL’s companion article, “Why GLP-1 Drugs Alone Aren’t Enough – The Case for Integrative Solutions,” highlights the limitations of a pharmacology-first mindset, Humaculture® focuses on the Organizational solution. We refine “soil” (Structure, Assets, Processes—the Organization Domain) to enable natural, lasting resilience and Created Value.

As a leader in health benefits, risk management, or workforce wellness, you’ve seen the promise of GLP-1 drugs. Impressive short-term weight loss. Better blood sugar control. Reduced cardiometabolic risks. Many hoped these medications would finally bend the curve on chronic disease burdens that drive medical claims, disability costs, and absence.

Yet the limitations have become clear: high dropout rates, substantial weight regain upon discontinuation, muscle loss, side effects, and access barriers. These issues persist because pharmacology-first approaches treat symptoms without addressing the root causes. The underlying causes (poor nutrition, sedentary lifestyle, and behavioral patterns), remain unaddressed.

The Limitation of Forcing the “Plant” with Pharmacology Alone

Many people instinctively reach for the newest pharmaceutical tool. They force the “plant” (People) toward outcomes despite depleted conditions. A pharmacology-first mindset is like painting over a mildewed wall. The problem is hidden in the short-term, but reappears quickly because the root cause was only masked. Unintended consequences emerge and natural defenses weaken over time.

GLP-1 drugs deliver impressive short-term results (Diabetes, Obesity and Metabolism 2022), but studies show discontinuation leads to rapid regain, often 50 to 100 percent of lost weight within 12 months (Rubino, JAMA 2022). Dropout rates run high, driven by side effects, cost, and access barriers (Rodriguez, JAMA 2022). Even sustained use carries risks like muscle loss (15 to 40 percent – ScienceInsights, 2025)and long-term risks (Healthhoper 2026).

Weight is just one piece of the puzzle. Elevated weight increases risk for cardiac and circulatory disease, neurological impairment, metabolic and digestive disorders, and many cancers. Yet pharmacology-first thinking treats symptoms rather than first supporting the body’s natural ability to restore health through nutrition, fitness, behavior, and prevention.

Temporary gains fade when the underlying “soil” remains poor. Short-term productivity comes at the price of sustained resilience. This mirrors trends where chronic conditions drive recurring claims, lengthened disability durations, and escalating costs.

Frustration grows as costs climb and workforce health continues to strain the business. You recognize that there must be a better way to manage our health costs. What if a more integrative approach could finally unlock the lasting resilience you’ve been seeking?

The Humaculture® Topological Model: A Practical Guide for Integrative “Cultivation”

The Humaculture® Topological Model gives leaders a clear, practical framework for this shift. It shows exactly where to refine the Organizational “soil” so People can thrive naturally and produce lasting Created Value. Three Domains interact without hierarchy:

Domain	Challenges (Current State)	Success (Integrative Outcome)
Environment Domain	Rigid regulations, high drug costs, limited access to preventive care	Strong partnerships with vendors that prioritize integrative protocols and flexible plan designs
Organization Domain	Fragmented benefits programs, misaligned vendors, pharmacology-first defaults	Clear standards across all health, wellness, leave, disability, and workers’ compensation programs; every partner adopts integrative-first protocols (Food as Medicine, Exercise as Medicine); misaligned vendors are replaced
People Domain	Unaddressed personal distractions and low intrinsic motivation	Empowered, accountable Talent inclined toward health, with the tools and autonomy to perform at their best

When leaders intentionally orchestrate these Domains through the Dynamic Matrix, the entire system becomes self-reinforcing. Resilient People produce sustainable Created Value cycle after cycle.

The Decisive Choice: Refine the “Soil” for Integrative Cultivation

Effective workplaces lay the foundation for lasting health and resilience in organizations facing chronic condition pressures. Families and Work Institute defines an effective workplace, and their research demonstrates that an effective workplace yields roughly twice-better health outcomes relative to low-effective workplaces, reducing chronic stress, fatigue-related risks, and claims severity while strengthening retention and engagement.

The turning point comes when the leader chooses intentional, integrative “cultivation” over pharmacology-first fixes. Instead of another drug-centric incentive or coverage expansion, they reallocate Assets toward merit-based Processes designed to attract and retain empowered Talent already inclined toward health. They establish clear standards and expectations across all health, wellness, leave, disability, and workers’ compensation programs and require every solution provider partner to adopt integrative-first protocols (Food as Medicine, Exercise as Medicine), ensuring full alignment and replacing any misaligned vendors that prioritize pharmacology-only approaches. Any vendor whose primary goal is adherence to prescription drug protocols is a clear red flag that they are not focused on improved health and should be replaced to ensure full alignment.

Resolution: Measurable Victory and Renewed Operations

Organizations that consistently feed the Organizational “soil” achieve balanced, lasting success. The resolution is measurable victory: higher People Health Quotient (PHQ) and Organization Healthful Quotient (OHQ), meaningful reductions in disability costs and absenteeism, stronger retention and engagement, substantially multiplied Created Value, and a renewed operation ready for the next cycle. Just as organic gardening produces fruit with significantly higher nutrient density, integrative health solutions is like “soil” cultivation (Organization Domain refinement) that yields resilient People who deliver superior, sustainable outcomes.

For leaders facing chronic condition pressures, the results include:

Economic. Strong multi-dollar returns on investment. Meaningful reductions in medical and prescription drug spending, disability costs, and indirect disruptions. Easier recruiting of ideal Talent. Reduced turnover. Fewer recurring claims. Recovered productivity that directly protects financial stability.
Effectual. Tangible risk reduction. Lower chronic disease progression. Decreased utilization severity. Faster recovery from health events. Measurable declines in the key post-COVID morbidity drivers.
Emotional. Authentic resonance through merit-based recognition, constructive challenge, and mission alignment. This builds voluntary engagement and retention rather than dependency or resentment.

The outcome is multiplied Created Value. Higher retention. More productive teams. More stable operations. Reduced absenteeism and disruptions. The organization becomes self-reinforcing. Resilient People produce sustainable Created Value (“fruit”) cycle after cycle.

Next up, in Part 5, we’ll examine partnering to address chronic risk at scale. Companion to ICSL’s focused analysis.

Take the First Step

As a starting point, contact Humaculture® for a review of your medical, disability, workers’ compensation, and absenteeism data, mapped to the Dynamic Matrix. We’ll identify leverage points to cultivate resilience and Created Value in your unique terrain.

Read the companion ICSL article for the full view of why pharmacology alone isn’t enough. Join us in building organizations where People don’t just manage chronic risk. They flourish despite it.

Contact: Steve Cyboran at [email protected], Wes Rogers at [email protected], or Caroline Cyboran at [email protected]

Website: humaculture.com

X: @HumacultureInc

LinkedIn: humaculture-inc

Humaculture® — Cultivate Organizations, Grow People.

Chronic Condition Surges in the Workforce: Refining “Soil” Resilience

Part 3: Chronic Condition Surges and Workforce Impacts. Refining Organizational “Soil” for Population Resilience

February 5, 2026

By Humaculture, Inc.

This is the third in a 5-part companion series to ICSL’s analysis of post-COVID health trends and morbidity pressures. In Part 1, we examined the broad crisis of rising chronic conditions driving costs across insurance and benefits programs. In Part 2, we applied the Topological Model to variable-demand operations like trucking, where isolation, sedentary work, and limited nutrition access make health risks hit harder. Here, we focus on real employer impacts—drawing from anonymized client data and industry trends to show chronic condition surges in the workforce—and how the Dynamic Matrix helps you diagnose your unique terrain and refine your “soil” for lasting results.

While ICSL’s article, “Real Employer Impacts – Post-COVID Disability and Cost Surges,” illuminates the clinical and industry realities deepening in 2025, Humaculture® offers the organizational framework for sustainable solutions. We refine Organizational “soil” (Structure, Assets, Processes) so People naturally thrive and produce Created Value.

You’ve worked hard to build a strong team, developing competitive benefits, wellness incentives, and support programs. You’ve done the things leaders do to keep people healthy and productive. But lately, something’s different. Chronic condition surges in the workforce are shifting the landscape. Disability claims are up sharply. Medical costs are climbing. Absence is dragging on performance. The pressure is real, and it’s hitting the workforce you’ve helped develop.

When Traditional Approaches Could Only Slow the Surge

You’ve tried the usual tools, such as expanded EAPs, provided more generous return-to-work programs, broader coverage, bigger incentives. They helped: some claims slowed, some people returned faster, but the surge kept going. Recurring issues lengthened overall durations. Underlying health problems didn’t go away. Frustration set in as the team you’ve built started to feel the strain.

A Diagnostic Path Emerges

That’s when curiosity turned toward a different approach. ICSL showed a better way: early identification, nutrition and fitness focus, behavioral support, integrative strategies. By diagnosing the root drivers behind disability and cost surges, ICSL acts like a “soil” test for your garden. It reveals what’s really wrong so you can fix it right.

Industry-wide data confirms the scale. The number of people with disabilities in the U.S. labor force (in thousands) rose sharply after 2020 and has continues to rise (FRED data). This isn’t an isolated problem. It’s widespread and persistent, touching organizations everywhere.

The Humaculture® Topological Model: A Mentor for Diagnosing and Refining Large Workforces

The Humaculture® Topological Model provides a proven framework. Three Domains interact fluidly without hierarchy to foster purposeful Value Creation. The Dynamic Matrix provides profound insights into the connections (topology) between them. It lets you see leverage points and unintended consequences before problems escalate.

The cultivated “soil” is the Organization Domain (Structure, Assets, and Processes) that enables the “plants” (People) to thrive within the broader terrain (Environment).

Environment Domain. The broader terrain. Rules (benefits regulations, labor laws), Natural Resources (health plan budgets, vendor networks), Community (employees, unions, regulators, potential employees).
- Challenges: Post-COVID morbidity surge, rising claims across large populations, regulatory constraints on incentives.
- Opportunities: Align external conditions with internal resilience through data-driven plan design and vendor partnerships for preventive support.
Organization Domain. The cultivated “soil”. Structure (flat governance, administrative hierarchies), Assets (financial reserves, technology platforms), Processes (Leadership and Operational).
- Challenges: Recurring claims lengthening durations, administrative delays, inconsistent support for chronic conditions.
- Opportunities: Reliable execution of these Processes creates a well-functioning operation where people rely on consistent support, fair accommodations, and financial stability.
People Domain. The “plants”. Personal Characteristics (age, gender, height, weight, behavioral heuristics such as empowerment vs. entitlement focus), Skills/Training/Education/Experiences (health literacy, chronic condition self-management), Created Value (productivity, engagement, service delivery).
- Challenges: Sustained chronic utilization, recurring disability, absenteeism from unmanaged conditions.
- Opportunities: Refined “soil” enables people to manage chronic risks without overload, producing resilient, healthy, productive Talent.

The Decisive Choice: Refine the “Soil”

Think of your workforce like a garden of tomatoes. Some “plants” are struggling: wilted leaves, poor yield. Is it missing nutrients? Too much water? Bad drainage? Variable weather? ICSL screenings are the “soil” test, showing exactly what’s off. The Humaculture® Topological Model helps you refine the “soil” based on that diagnosis to attract and retain the right “plants” that will thrive in the improved conditions.

In large workforces facing chronic condition surges, effective workplaces don’t just happen. They require intentional orchestration of the Dynamic Matrix with meaningful challenge through purposeful work, responsive supervisor support, autonomy over aspects of the job, co-worker backing through peer networks, respect for contributions, work-life fit with predictable recovery time, adequate pay, and opportunity for advancement. Research from the Families and Work Institute shows such workplaces yield roughly twice-better health outcomes relative to low-effective workplaces, reducing chronic stress, fatigue-related risks, and claims severity while strengthening retention and engagement.

The turning point is when you decide to refine the “soil” intentionally. Instead of another generic program or incentive tweak, reallocate Assets toward merit-based Processes, embed practical biometric feedback in Performance Nurturing, adjust benefits administration through Resource Allocation, align Cultural Nurturing with mission and independence, and build peer networks and mentorship to foster belonging and support.

Client data shows this works. Integrative health support improved biometric measures and reduced claims and employee costs year-over-year. In another organization, refined Processes reduced unscheduled absence by 60%. These structures activate within Cultural Nurturing and Community Engagement, helping People connect and become resilient despite ongoing pressures.

Brief daily routines with high adherence have been shown to substantially reduce pain levels and support sustained focus and productivity. Deeply integrated workplace resilience programs focused on empowerment, including coaching for lifestyle, fitness, nutrition, and gut/digestive health, deliver strong returns on investment when designed within a broader initiative. A shift in focus toward merit, health, and empowerment can also attract and retain Talent already inclined toward health and productivity. These yield meaningful improvements in chronic disease risk factors, reductions in symptom burden, and corresponding lower medical spending and claims severity, addressing widespread post-COVID morbidity. Embedded support for health-related absences, when part of broader resilience Processes, significantly shortens disability durations tied to chronic conditions, producing high ROI.

HARS™ (Health, Absence, Resilience Support) is a sub-knowledge set within the Topological Model. It specifically addresses, analyzes, and predicts Process improvements to achieve the Three Promises in health, absence, and resilience areas.

Resolution: Measurable Victory and Renewed Operations

For leaders managing large workforces facing chronic condition surges, the results include:

Economic. Strong multi-dollar returns on investment. Meaningful reductions in medical spending, disability costs, and indirect disruptions. Easier recruiting of ideal Talent, reduced turnover, fewer recurring claims, and recovered productivity that directly protects financial stability.
Effectual. Tangible risk reduction, lower chronic disease progression, decreased utilization severity, faster recovery from health events, and measurable declines in the key post-COVID morbidity drivers.
Emotional. Authentic resonance through merit-based recognition, constructive challenge, and mission alignment. This builds voluntary engagement and retention rather than dependency or resentment.

The outcome is multiplied Created Value, with Higher retention, more productive teams, more stable operations, reduced absenteeism and disruptions. The organization becomes self-reinforcing. Resilient People produce sustainable fruit cycle after cycle.

Next week, in Part 4, we’ll examine why pharmacology alone isn’t enough. Companion to ICSL’s focused analysis.

Take the First Step

As a starting point, contact Humaculture® for a review of your medical, disability, workers’ compensation, and absenteeism data. We’ll identify leverage points to cultivate resilience and Created Value in your unique terrain.

Read the companion ICSL article for the full view of employer impacts: https://www.linkedin.com/pulse/real-employer-impacts-post-covid-disability-9ndme. Join us in building organizations where People don’t just manage chronic risk. They flourish despite it.

Contact: Steve Cyboran at [email protected], Wes Rogers at [email protected], or Caroline Cyboran at [email protected]

X: @HumacultureInc

LinkedIn: humaculture-inc

Humaculture® — Cultivate Organizations, Grow People.

Cultivating Resilience: Organizational “Soil” Health in an Era of Chronic Risk

Above Image: Bent by winds, unbroken by storms. Holistically addressing chronic health condition costs.

Part 1: Rising Chronic Health Conditions Costs – Feeding Organizational “Soil” to Build Sustainable Resilience

January 22, 2026

By Steve Cyboran, Humaculture, Inc.

This is the first in a 5-part companion series to ICSL’s analysis of post-pandemic mortality and morbidity trends driving chronic health conditions costs. While ICSL illuminates the clinical and industry pressures deepening in 2025, Humaculture® offers the organizational framework for sustainable solutions—cultivating resilient “soil” (Structure, Assets, Processes) so People naturally thrive and produce Created Value.

As a leader of an insurance organization or an employer-sponsored benefits program, you are navigating an era where chronic health risks have moved from background concern to the primary driver of escalating costs. Throughout 2025, the burdens of chronic health conditions costs were unrelenting. Rising medical claims and stop-loss events. Prolonged disability durations. Increased accident severity. Elevated absenteeism and presenteeism. Workforce disruptions, customer service gaps, and lost productivity. As detailed in the companion analysis from ICSL, “The Insurance Crisis Deepens – 2025 Earnings and Chronic Disease Pressures,” the root drivers trace to five persistent post-COVID categories (Cardiac & Circulatory, Nervous & Neurological, Metabolic & Digestive, Cancer, and External causes) that continue to elevate morbidity, utilization, and both direct and indirect costs.

Traditional responses proved insufficient. Rate increases. Benefit restrictions. Siloed wellness apps. They treated symptoms while the underlying conditions persisted. Leaders felt the frustration. Short-term fixes delivered diminishing returns. Talent retention suffered under chronic stress. Created Value eroded as health-related disruptions compounded.

But what if the most powerful leverage point lies not in the claims data alone, but in the organizational “soil” that shapes human resilience day after day?

The Escalating Chronic Health Conditions Costs

The chronic health conditions costs employers and insurers face are not just financial. They disrupt service delivery, safety, and stability. Many organizations instinctively reach for direct incentives or punitive measures, which essentially attempts to force the “plant” (People) to perform despite less than ideal conditions. Generic wellness programs, often delivered through yet another standalone app that adds to employee fatigue, yield modest results at best. Research shows that less-integrated initiatives quickly lose adherence when they conflict with daily workflow. Brief, embedded routines maintain strong participation and deliver meaningful outcomes.

Temporary periods of constructive challenge (such as focused, time-bound intensity during critical projects) can build deeper resilience, much like a seasonal drought prompts roots to grow stronger and access deeper nutrients. When balanced with adequate recovery, these challenges foster long-term adaptability and strength.

In contrast, chronic extreme hours (unrelenting demands without sufficient recovery) turn constructive stress into toxic overload. The cost is clear: elevated burnout, family incompatibility, and depleted long-term resilience. Short-term gains come at the price of sustained health, mirroring the trends where delayed screenings and chronic stressors drive higher claims severity and indirect costs.

The difference lies in consistently feeding the “soil” – enriching Processes to enable natural, sustainable growth.

The Humaculture® Topological Model: A Mentor for Sustainable Cultivation

The Humaculture® Topological Model provides leaders with a proven framework. The Dynamic Matrix. Three Domains (Environment, Organization, People) interact fluidly without hierarchy to foster purposeful Value Creation.

Environment Domain: The broader terrain (Rules, Natural Resources, Community) that sets external conditions.
Organization Domain: The cultivated “soil” – Structure (governance, workflows), Assets (financial, physical, intangible), and Processes (Strategic Planning, Resource Allocation, Skill Development, Community Engagement, Cultural Nurturing, Performance Nurturing).
People Domain: The “plants” – Personal Characteristics, Skills/Training/Education/Experiences, and Created Value (innovation, productivity, service delivery).

Processes are the enabling layer that turns resources into sustained growth. Performance Nurturing, for example, addresses four Areas of Focus – Knowing (what to do), Wanting (motivation), Ability (removing barriers), and Capacity (bandwidth) – to drive lasting behavior change. When purposefully designed and resourced, these Processes nurture Well-being (health and resilience) as the precursor to abundant Created Value.

In the context of today’s chronic risk pressures, this means shifting from reactive cost management to proactive “soil” enrichment:

Brief daily routines with high adherence have been shown to substantially reduce disability days and pain levels.
Deeply integrated workplace resilience programs, with strong leadership, resonating strategy, support to empower behavior change, and aligned workplace policies, deliver strong multi-dollar returns on investment, with meaningful improvements in health, reductions in absenteeism, and corresponding lower medical spending and claims severity.
Optimized return-to-work support, when embedded in broader resilience Processes, significantly shortens disability durations, producing high ROI.

HARS™ (Health, Absence, Resilience Support) operationalizes this within the Matrix. It substantially reduces short-term disability and workers’ compensation duration and delivers measurable outcomes across health, absence, and productivity.

The Decisive Choice: Enrich the “Soil”

The turning point comes when the leader chooses cultivation over coercion. Instead of another benefit restriction or standalone initiative, they reallocate Assets toward merit-based Processes: embedding early biometric feedback in Performance Nurturing, flattening unnecessary hierarchy for faster decision cycles, and aligning Cultural Nurturing with mission resonance.

This is not entitlement. It is Equality of Opportunity. Well-tended “soil allows resilient Talent to thrive according to their ability to utilize the conditions provided.

The Resolution: The Three Promises Delivered. Starting with Economic Viability

Organizations that consistently feed the organizational “soil” achieve balanced, lasting success. For leaders managing benefits programs or insurance risk in today’s environment, the results begin with a clear Economic payoff with substantial containment of chronic health conditions costs:

Economic: Defensible, actuarial-grade ROI. Comprehensive, deeply embedded resilience programs deliver strong multi-dollar returns on investment, with meaningful reductions in absenteeism, medical spending, disability costs, and indirect disruptions. Leaders often see meaningful improvements in employee resilience leading to corresponding reductions in medical costs, fewer catastrophic events, reduced workforce turnover, and recovered productivity that directly protects financial stability.

This economic viability is sustained and amplified by the other two promises:

Effectual: Tangible risk reduction – lower chronic disease utilization, decreased accident severity, faster return-to-work, and measurable declines in the key post-COVID morbidity drivers.
Emotional: Authentic resonance through merit-based recognition, constructive challenge, and mission alignment. This builds voluntary engagement and retention rather than dependency or resentment.

The outcome is multiplied Created Value. Higher productivity. Lower absence and presenteeism. More stable staffing. Reduced indirect costs (customer service disruptions, safety incidents, operational delays). The “garden” becomes self-reinforcing. Resilient People produce sustainable fruit cycle after cycle.

Next week, in Part 2, we’ll examine how trucking organizations are applying these same principles to address driver health, shortages, and safety risks. Companion to ICSL’s focused analysis.

Take the First Step

Read the companion ICSL article for the full diagnostic of 2025 trends. Join us in building organizations where People don’t just manage chronic risk. They flourish despite it.

Humaculture® — Cultivate Organizations, Grow People.

Contact Us

X: @HumacultureInc

LinkedIn: humacultureinc

Introducing Our New Series: Cultivating Resilience Amid Rising Chronic Health Conditions

Above Image: Focused on Resilience.

January 22, 2026

By Humaculture, Inc.

The pressures are unrelenting. Rising chronic health conditions drive escalating costs. Medical claims. Disability durations. Workforce disruptions. Operational strain.

ICSL has launched a powerful 5-part series diagnosing these post-pandemic realities across insurance, employer benefits, and high-risk industries like trucking.

We at Humaculture® are proud to publish a companion series. We focus on the organizational path forward. Cultivating resilient “soil” (Structure, Assets, Processes) so People thrive and produce sustainable Created Value.

Our articles publish every Thursday.

Here is the full lineup:

Rising Chronic Health Conditions Costs: Feeding Organizational “Soil” to Build Sustainable Resilience (Live now – companion to ICSL’s insurance crisis analysis.)
Chronic Health Risks in High-Variability Operations: Cultivating “Soil” Resilience in Trucking and Beyond (Live now – companion to ICSL’s Trucking Industry Health Crisis.)
Chronic Condition Surges and Workforce Impacts: Enriching Organizational “Soil” for Population Resilience (Live now – companion to “Real Employer Impacts – Post-COVID Disability and Cost Surges“)
Beyond Pharmacology Alone: Integrative “Soil” Cultivation for Lasting Chronic Condition Mitigation (Live now – companion to “Why GLP-1 Drugs Alone Aren’t Enough – The Case for Integrative Solutions“)
Partnering to Address Chronic Risk at Scale: Aligning Forward-Living Protocols with Organizational “Soil” Health (Thursday, March 5)

ICSL provides the clinical and industry diagnosis. Humaculture® delivers the framework to turn insight into action. Balanced outcomes across the Three Promises. Economic viability through reduced costs. Effectual risk reduction. Emotional resonance that builds engagement.

Leaders in insurance, benefits, transportation, and operations—this series is for you.

Ready to explore how the Humaculture Topological Model applies at your Organization? Contact us for a review of your Organization or program performance.

Read Part 1 today. Join us Thursdays.

Steve Cyboran – [email protected]

Wes Rogers – [email protected]

Caroline Cyboran – [email protected]

#ChronicHealth #OrganizationalResilience #Humaculture #HARS™ #CreatedValue

Trends in Diabetes and Excess Mortality – CEO Interview

Read about Humaculture’s CEO’s, Steve Cyboran, ASA, MAAA, FCA, CEBS, interview with Life Annuity Specialist featured in Diabetes is Killing More Americans Than Ever Before. Steve explains the trends in diabetes over the last 40 years. The rate of diabetes almost quadrupled from around 3% in the 1980s to 11.3% in 2023. Deteriorating health is a contributing factor to the trends in diabetes, which leads to elevated health costs, disability rates, and mortality.

The good news is that there is quite a bit insurance carriers and employers can do to stem the tide and help People become healthier to the benefit of the insured and the Organization’s bottom line. Contact us to discuss how.

Read Here

Available Support

We are available to support you in your strategy, design, compliance, financial, and monitoring needs. Our team includes business and human relations leaders, finance experts, actuaries, clinicians, behavioral health experts, pharmacy experts, and legal resources to guide you through the strategy and compliance process. Please contact us: [email protected].

Humaculture, Inc., November 18, 2024. No Comments. Category: Cost Management, COVID-19, Excess Mortality and Morbidity, Healthcare, Insurance, Life Insurance. Tagged: diabetes, excess mortality, humaculture, insurance, life insurance, population health, trends.

Watch CEO Present on “Excess Mortality: A Peek Under the Iceberg”

Watch a replay of the Insurance Collaboration to Save Lives (ICSL) presentation on “Excess Mortality: A Peek Under the Iceberg” in which our CEO, Steve Cyboran, ASA, MAAA, FCA, CEBS participated. Steve discusses possible causes leading to an increase in mortality and morbidity post COVID-19, how we can use proactive health risk mitigation to respond, and what the returns may look like.

Presenters

Steve Cyboran, ASA, MAAA, FCA, CEBS, CEO, Consulting Actuary, Humaculture, Inc.
Josh Stirling, Founder of Insurance Collaboration to Save Lives, Insurtech Advisor, Board Director and Former #1 Ranked Insurance Analyst
Valerie Chezem, ASA, MAAA, Assistant Actuary, Everence®
Mary Pat Campbell, FSA, MAAA, Vice President, Insurance Research, Conning
Teresa Winer, FSA, MAAA, Actuary, Office of Insurance and Fire Safety Commissioner, Georgia

Objective

At the ICSL, dozens of industry executives have been developing a plan to help insurers proactively address the tragedy of on-going 20% increased mortality since 2020. Excess mortality and morbidity is a problem for our industry, and society. The ICSL brings together insurers to work together to solve it. Learn more about the impact we can make in the video. Steve Cyboran presents at 27:31.

Key Takeaways

Through May of 2023 US mortality continues to be 20% high for ages 15 through 45
There are underlying health conditions leading to excess mortality
Insurers and employers can have impact that makes financial sense
There are innovative ways to improve financial results

Presentation

Watch the presentation:

Watch Here

Available Support

Insurance Collaboration to Save Lives (ICSL): Upcoming Actuarial Presentations

Watch our CEO, Steve Cyboran, present at the following events.

Description: Excess Mortality – A Peek Under the Iceberg

Everyone is attentively watching the current excess mortality and morbidity crisis unfolding. We think it’s just the tip of the iceberg. Join our cross-industry team as we share a proprietary analysis of U.S. and global public health data digging into the underlying problems. Discover the iceberg of health problems underlying the elevated death and disability we see playing out in the bottom line. Can anything be done to slow this train? Risk mitigation strategies for insurers will be explored, with an invitation for participants to exchange ideas within the group. This will be a combination of presentation, panel, and Q&A discussion with multiple presenters including actuaries and other industry experts.

By the end of these sessions, attendees will understand:

An up-to-date perspective on the current excess mortality and morbidity crisis
Insight into the myriad of underlying health conditions
Innovative ideas to improve financial results

Country Relevance: Non-Nation Specific

Experience Level: All levels

Presenters

Steve Cyboran, ASA, MAAA, FCA, CEBS, CEO, Consulting Actuary, Humaculture, Inc.
Josh Stirling, Founder of Insurance Collaboration to Save Lives, Insurtech Advisor, Board Director and Former #1 Ranked Insurance Analyst
Valerie Chezem, ASA, MAAA, Assistant Actuary, Everence®
Mary Pat Campbell, FSA, MAAA, Vice President, Insurance Research, Conning
Teresa Winer, FSA, MAAA, Actuary, Office of Insurance and Fire Safety Commissioner, Georgia

August 23 11-12:15 EDT: SOA Life Meeting

Venue: New Orleans Marriott, 555 Canal St New Orleans, LA 70130-2349
Conference Page: https://www.soa.org/prof-dev/events/2023-life-meeting/
Agenda: https://www.soa.org/prof-dev/events/2023-life-meeting/#tab-agenda-selected

September 11 10:30-11:30 EDT: Society of Insurance Research

Venue: The Westin Cincinnati, Cincinnati, OH
Conference Page: https://www.sirnet.org/ConferencePage
Agenda: https://www.sirnet.org/Agenda

September 14 2-3 EDT: SOA Life Meeting Virtual Event

Location: Online
Conference Page: https://www.soa.org/prof-dev/events/2023-virtual-life-meeting/#overview-selected
Agenda: https://www.soa.org/prof-dev/events/2023-virtual-life-meeting/#tab-agenda-selected

October 25 10-11 AM EDT: 2023 SOA ImpACT Conference

Venue: Indiana Convention Center, 100 S Capitol Ave Indianapolis, IN 46225
Conference Page: https://www.soa.org/prof-dev/events/2023-annual-meeting-exhibit/
Agenda: https://www.soa.org/prof-dev/events/2023-annual-meeting-exhibit/#tab-agenda-selected

November 7 12:30-1:30 PM EST: 2023 SOA ImpACT Conference Virtual

Venue: Online
Conference Page: https://www.soa.org/prof-dev/events/2023-virtual-impact-conference/
Agenda: https://www.soa.org/prof-dev/events/2023-virtual-impact-conference/#tab-agenda-selected

Available Support

Humaculture, Inc., August 16, 2023. No Comments. Category: COVID-19, Disability Insurance, Employee Benefits, Excess Mortality and Morbidity, Health Care, Healthcare, Insurance, Life Insurance.

Watch CEO Present on Insurance Collaboration to Save Lives

Watch a replay of the Insurance Collaboration to Save Lives (ICSL) Executive Briefing, in which our CEO, Steve Cyboran, ASA, MAAA, FCA, CEBS participated. Steve discusses how small investments can yield significant returns. Not only does preventive medical screening in this collaborative need to achieve outcomes, but it also needs to make economic sense. Return on investment can be increased by decreasing screening costs, increasing the effectiveness of screening, and targeting larger policies first.

Presenters

Josh Stirling, Founder of Insurance Collaboration to Save Lives, Insurtech Advisor, Board Director and Former #1 Ranked Insurance Analyst
Steve Cyboran, ASA, MAAA, FCA, CEBS, CEO, Consulting Actuary, Chief Behavioral Officer, Humaculture, Inc.
Sven Lohse, Principal, Research at Canton & Company

Objective

At the ICSL, dozens of industry executives have been developing a plan to help insurers proactively address the tragedy of rising mortality and morbidity. Excess mortality and morbidity is a problem for our industry, and society. The ICSL is bringing together insurers to work together to solve it. Find out the impact we can make from Steve Cyboran in this presentation on slides 33-36 and at 32:46 in the video.

Presentation

Watch Here

You can access the slides below.

ICSL-Executive-Briefing Download

Available Support

Weathering the Storm: Is Your Organizational “Soil” Healthy Enough to Weather Both Floods and Droughts?

During these unprecedented times with businesses having been shut down due to an outside order by the government in response to COVID-19, many sectors of the economy, labeled as “non-essential,” were ordered to close business for a period. Organizations that are highly leveraged (a significant portion of the revenue is used to pay debt) or in lower margin businesses face an even greater challenge. Organizations need to figure out how to weather the storm. These options may include reduction in force to rolling furloughs, and potentially reorganizing through bankruptcy. What is the right decision for your organization?

If we think about an organization like the soil, the employees like plants growing in the organization, and the fruit they bear as the value or profit of the organization, then horticulture can provide a good analogy from which to view options for addressing the current situation. From a horticultural perspective, the current “storm” is like a drought. The first thing a horticulturist might do, for example, when faced with a drought is add mulch and preserve soil moisture, not jerk plants out of the garden. As another example, during an unexpected late freeze, it may become necessary to cover plants to enable them to maintain their heat.

“It is not nice to garden anywhere. Everywhere there are violent winds, startling once-per-five-centuries floods, unprecedented droughts, record-setting freezes, abusive and blasting heats never known before. There is no place, no garden, where these terrible things do not drive gardeners mad.” Henry Mitchell, author of the Essential Earthman

When weighing options to reduce costs and capacity such as layoffs, furloughs, rolling unpaid time off, treatment of unused PTO, leadership needs to weigh several considerations. For example,

Culture – One of the most important considerations may be how the organization wants to come out of this trying time. The approach may vary depending on the type of culture currently in place. For example:

Strong, Productive Culture and Balance Sheet – If an organization has a strong, productive culture, with good talent and is financially strong enough to weather the current challenges (e.g., well prepared, fertile soil, that is more resilient), layoffs can be one of the most detrimental actions an organization can take to the long-term health of the organization and its people. There will be a drain on talent that may later be needed to support a strong recovery for the business, and that talent may wind up joining, or starting, competitors and taking a certain portion of knowledge with them. Layoffs made too hastily, where the remaining jobs aren’t redesigned to accommodate the reduction in staff and pick up the essential tasks of those leaving, may result in the need to rehire many of those positions. Then the organization assumes the cost of the layoff, and training of the new hires for the same positions, without any long-term value gain. In addition to considering the impact of the loss of talent from layoffs, the organization should budget for an increase in health, absence, and disability costs. We have seen 5% to 10% unanticipated increase in these costs depending upon the size and nature of the restructuring. The implications of a layoff may have long term impact that may make the long-term cost not worth the short-term gain. Other considerations may achieve the same goal while preserving the culture and health of the organization and its people.

Culture is In Need of a Refresh – On the other hand, if there has been a need to rethink the culture and business structure (remove plants not well-suited for the garden, transplant some to different soil, and prune existing plants to shape them to be more productive), then it may make sense to consider some form of restructuring of the leadership and/or workforce. This can present a great opportunity to accomplish the organizational change that has been desperately needed but deferred. The type and nature of the restructuring may depend upon the suitability of the employees to achieve the business strategy. Organizational leaders should consider aspects of both cultural alignment and cultural health. A few examples (certainly not comprehensive) to consider may include:

Working Retired – If there is a segment of the workforce at normal retirement age that may still be employed, but lack the energy and commitment necessary to take the organization where it needs to go. Then the organization may get more energy and innovation from a younger, less costly resource. In this case, an early retirement window may make sense. One client has a location where 70% of the workforce is retirement eligible and has the highest labor costs, but the employees are unprepared and afraid to retire. An early retirement window may be beneficial to those eligible for retirement and the organization.
- Strategically Misaligned – If there are certain businesses or shared service segments that may not be a good strategic fit (not directly driving the strategic priorities of the organization), then the organization may consider selling off, outsourcing, or co-sourcing those functions. For example, if your business is higher education, an outsourced food services contract affords greater flexibility during periods where the campus is shut down.
- Re-alignment – If there are opportunities to automate, streamline, or eliminate positions, then the organization may need to restructure. If the organization chooses this route, it is important that jobs are redesigned to ensure important functions don’t fall through the cracks, that you have the right talent in those positions, which may involve “transplanting” employees to other areas of the organization, and retraining or hiring different talent. Some of our clients have worked with a management consulting firm to evaluate staffing ratios to determine how many people should be appropriate. Following those recommendations, the client reduces staffing levels as indicated, but without redesigning the remaining jobs, they must often rehire those positions because critical work isn’t getting done.

Temporary Nature – Organizations will also need to consider if, and to what extent, this challenge will be a short term. If this will only be a temporary set-back and demand is simply deferred (e.g., delayed purchases such as iPhones, or elective procedures), or even if business will rebound to similar levels of activity from prior to the current downturn, then the organization may want to consider more of a shared responsibility approach with rolling unpaid time off or even furloughs. With the right messaging, the organization may be able to enhance its relationship with employees, letting them know the organization doesn’t want to let any of its teammates go during these challenging times, so we all need to consider ways to save money and share in the sacrifice. However, with 40% of the workforce living paycheck to paycheck[1], they may need to consider the potential impact on the financial well-being of the workforce if they are asked to work less (for example, 20% reduction in hours, and a corresponding 20% pay cut).

“My heightened awareness of stewardship to those within my span of care gave me a clear sense of purpose and clarity through which to view the situation. I thought to myself: We’re a family at Barry-Wehmiller so we need to act like one. What would a responsible family do in this crisis? A loving family would share the burden. Rather than watching a few of our colleagues face devastation, we decided that our reaction would be one of shared sacrifice.” Bob Chapman, CEO of Barry-Wehmiller

Other Cost Saving Opportunities – There are a number of dials in the various reward programs that can be considered. For example, time off programs can be leveraged to save cost and moderate the capacity of the workforce. The time off policies, and other state and local regulations, often drive a number of cost considerations, such as:

Do you pay out unused PTO upon termination or at the end of the year?
How does time accrue (e.g., front-load, weekly accruals)?
To what level and extent should time accrue, or temporarily stop accruing during an economic downturn?
What is the right level and balance between scheduled time off (PTO/vacation/holidays) vs. unscheduled time off (sick leave, disability, emergency)?

While there may be pressure to make rash decisions to lay people off for quick cost savings to preserve the profitability of the organization, take a step back and consider alternatives that may be similarly impactful, but preserve the “tilth” of the organization for the future.

Authors:

Steve Cyboran, ASA, MAAA, FCA, CEBS, Chief Behavioral Officer, Consulting Actuary for Humaculture, Inc. Over the past 30 years, Steve has worked extensively with leading corporations, higher education institutions, and health systems across the country to articulate a vision for a healthy and effective workplace culture, develop a total rewards strategy to support that vision and brings deep benefits expertise with a behavioral approach and sound analytics to achieve and measure the desired outcomes. Contact Steve at [email protected].

Wes Rogers, Chief Guidance Officer for Humaculture, Inc. Wes has almost 35 years’ experience in consulting and senior management positions with a variety of organizations, facilitating groups of people with diverse perspectives and objectives to coalesce around a singular vision and marshal resources to achieve the vision. This experience provides exceptional insights into how organizations operate and succeed. Contact Wes at [email protected].

About Humaculture, Inc.

Humaculture, Inc. transforms organizations, the relationship with their people, and how they think about their people. Humaculture^® is a philosophy of, and systematic approach to, creating profitable, aligned, and healthy organizations conceptualized as “soil” in which people can thrive. By creating the right culture, the organization naturally attracts, retains, sustains, grows, and transitions people who enable the business to thrive. More information can be found at: Humaculture.com.

[1]Research from the Federal Reserve found that 4 in 10 Americans couldn’t afford a $400 emergency, and 22% say they expect to forgo payments on some of their bills (https://www.marketwatch.com/story/half-of-americans-are-just-one-paycheck-away-from-financial-disaster-2019-05-16).