American Association of State Compensation insurance Fund
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member fund.

CopperPoint Mutual Insurance Company
Phone: (602) 631-2000
Address: 3030 North Third Street
Phoenix, AZ   85012

State Compensation Insurance Fund
Address: 333 Bush Street
Suite 800
San Francisco, CA   94104

Pinnacol Assurance
Phone: (303) 361-4000
Address: 7501 East Lowry Boulevard
Suite 800
Denver, CO   80230-7006

Hawaii Employers' Mutual Insurance Co. Inc.
Phone: (808) 524-3642
Address: 1100 Alakea Street
Suite 1400
Honolulu, HI   96813

Idaho State Insurance Fund
Phone: (208) 332-2100
Address: 1215 West State Street
P.O. Box 83720
Boise, ID   83720-0044

Kentucky Employers Mutual Insurance
Phone: (859) 425-7800
Address: 250 West Main Street Suite 900
P.O. Box 83720
Lexington, KY   40507-1724

Louisiana Workers' Compensation Corporation
Phone: (225) 924-7788
Address: 2237 South Acadian Thruway
P.O. Box 83720
Baton Rouge, LA   70808

Maine Employers Mutual Insurance Company (MEMIC)
Phone: (207) 791-3300
Address: 261 Commercial Street
P.O. Box 11409
Portland, ME   04104

Chesapeake Employers’ Insurance Company
Phone: (410) 494-2000
Address: 8722 Loch Raven Boulevard
P.O. Box 11409
Towson, MD   21286-2235

SFM Mutual Insurance Company
Phone: (952) 838-4200
Address: 3500 American Boulevard West Suite 700
P.O. Box 11409
Bloomington, MN   55431-4434

Missouri Employers Mutual Insurance
Phone: (800) 442-0590
Address: 101 N Keene St
P.O. Box 11409
Columbia, MO   65201

Montana State Fund
Phone: (406) 495-5015
Address: 855 Front Street
P.O. Box 4759
Helena, MT   59604-4759

New Mexico Mutual Group
Phone: (505) 345-7260
Address: 3900 Singer Boulevard NE
P.O. Box 4759
Albuquerque, NM   87109

New York State Insurance Fund
Phone: (212) 312-7001
Address: 199 Church Street
P.O. Box 4759
New York, NY   10007

Workforce Safety and Insurance
Phone: (701) 328-3800
Address: 1600 East Century Avenue Suite 1
P.O. Box 4759
Bismarck, ND   58506-5585

Ohio Bureau of Workers Compensation
Phone: (800) 644-6292
Address: 30 West Spring Street
P.O. Box 4759
Columbus, OH   43215-2256

CompSource Mutual Insurance Company
Phone: (405) 232-7663
Address: 1901 North Walnut Ave.
P.O. Box 53505
Oklahoma City, OK   73152-3505

State Accident Insurance Fund (SAIF)
Phone: (503) 373-8000
Address: 400 High Street SE
P.O. Box 53505
Salem, OR   97312-1000

Pennsylvania State Workers Insurance Fund
Phone: (570) 963-4635
Address: 100 Lackawanna Avenue
P.O. Box 5100
Scranton, PA   18505-5100

Beacon Mutual Insurance Company
Phone: (401) 825-2667
Address: One Beacon Centre
P.O. Box 5100
Warwick, RI   02886-1378

South Carolina State Accident Fund
Phone: (803) 896-5800
Address: P.O. Box 102100
P.O. Box 5100
Columbia, SC   29221-5000

Texas Mutual Insurance Company
Phone: (800) 859-5995
Address: 6210 East Highway 290
P.O. Box 5100
Austin, TX   78723-1098

Workers Compensation Fund
Phone: (800) 446-2667
Address: 100 West Towne Ridge Parkway
P.O. Box 2227
Sandy, UT   84070

Washington Department of Labor and Industries
Phone: (360) 902-5800
Address: P.O. Box 44001
P.O. Box 2227
Olympia, WA   98504-4001

Wyoming Division of Workers Safety & Compensation
Phone: (307) 777-7159
Address: Cheyenne Business Center
1510 East Pershing Boulevard
Cheyenne, WY   82002

Workers Compensation Board - Alberta
Phone: (780) 498-3999
Address: 9925-107 Street
P.O. Box 2415
Edmonton, AB   T5J 2S5

Workers Compensation Board of British Columbia (WORKSAFEBC)
Phone: (604) 273-2266
Address: P.O. Box 5350 Station Terminal
P.O. Box 2415
Vancouver, BC   V6B 5L5

Manitoba Workers Compensation Board
Phone: (204) 954-4321
Address: 333 Broadway
P.O. Box 2415
Winnipeg, MB   R3C 4W3

Phone: (506) 632-2200
Address: 1 Portland Street
P.O. Box 160
Saint John, NB   E2L 3X9

Workers Compensation Board of Nova Scotia
Phone: (902) 491-8999
Address: 5668 South Street
P.O. Box 1150
Halifax, NS   B3J 2Y2

Prince Edward Island Workers Compensation Board
Phone: (902) 368-5680
Address: 14 Weymouth Street
P.O. Box 1150
Charlottetown, PE   C1A 7L7

Saskatchewan Workers Compensation Board
Phone: (306) 787-4370
Address: 200 - 1881 Scarth Street
P.O. Box 1150
Regina, SK   S4P 4L1

Puerto Rico State Insurance Fund Corporation
Phone: (787) 793-5959
Address: G.P.O. Box 365028
P.O. Box 1150
San Juan, PR   00936-5028
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Latest Newsletter

Double Down on Digital Dexterity

By George P. Lupanow, PMP, WCF Mutual Insurance Company

When the word “dexterity” is mentioned, we typically think in terms of manual dexterity or even adroitness. What in the world is digital dexterity? Another buzzword? Perhaps, but it is a concept that Gartner (1) describes as “the ability and desire to exploit existing and emerging technologies for better business outcomes.” Sounds great, but what does that mean to your company?

According to Gartner, (2) 60% of CEOs expect their companies to undergo business model transformation in the next few years. In fact, 90% of corporate leaders’ top priorities can only be achieved with the help of technology. Think about that—a majority of the top priorities can ONLY be achieved using new and emerging technology! However, according to Gartner, (1) 83% of leaders struggle to make “meaningful” progress on digital transformation.

One thing that is constant is that the execution of these transformation initiatives involves people. The abilities of the people involved can make or break our transformations. In fact, businesses that don’t make their workplaces and workforce nimbler won’t be able to keep up with their competitors. (3) This involves a change in the behaviors and mindsets of not only the IT workforce but also the business workforce. Digital dexterity has been defined as an employee’s ability and desire to use and apply existing and emerging technology to drive better business outcomes. There are three basic leadership actions to consider for digital dexterity to flourish in your organization:

  1. Make it a Priority
  2. Cultivate the Environment
  3. Grow the Employees

Make It a Priority

Gartner says that employees in companies where leaders “set the tone” are 2.4 times more likely to have high digital dexterity than in companies where leaders do not. To begin, there needs to be a strong enterprise side digital narrative. Some common attributes of successful narratives include:

Transformational: Not just continuous improvement enhancements to the current business model but rather, discuss the potential for a new transformative model. As an example, for years, our traditional legacy systems have been continually improved. We’ve shored up the infrastructure and added a prettier user interface. A transformational approach suggests that we consider a completely new core system—either developed in house or purchased—with the power to improve our enterprise throughput and be much more responsive to the changes in our environment.

Focused on customer needs: As an example, is it more important for our customer to have the cheapest rates in town or to have better accessibility to information, people in our organizations, safety programs, etc.

A company narrative: This discussion should be part of everything our enterprise does. It should be the overall story of the company—think website, annual reports, etc.

Employee relevant: Provide enough detail so that employees know how to adapt their behavior.

The most effective way leaders can promote digital dexterity is to “walk the talk.” Leaders need to model the attributes of digital dexterity in their day-to-day interactions with their teams. Work in a more iterative fashion and share your changes and even your failures in a collaborative way. Involve employees from disparate teams to participate in the decision-making process.

Cultivate the Environment

An important attribute of digital dexterity is the ability to work iteratively, collaboratively, and with a customer-centric perspective. Corporate leaders need to identify where corporate functions get in the way of employees who are trying to work collaboratively or iteratively. Just the simple action of ensuring that employees know how to obtain support from IT can increase the likelihood of higher digital dexterity. Encourage behavior towards digital dexterity by:

  • Establishing teams with diverse functional backgrounds. Grant employees greater autonomy to experiment with new technologies, provide company-sponsored training, make technology subject matter experts more accessible to employees outside of IT.
  • Setting the focus on the impact that decisions make on customers should serve as a constant reminder that products and services need to evolve to meet the needs of the customer.
  • Remove barriers to iterative ways of working—establish IT consultancy; equip employees with more self-service technology tools; ensure that incentives, budgets, and policies foster, not hamper, digital dexterity

Grow the Employees

Digital dexterity is not a competency, but rather is a collection of competencies that can increase the likelihood of having digital dexterity. These five key competencies cannot be developed using traditional training techniques alone, and there should be a high amount of emphasis on experience-based learning. The competencies below are followed by the number of times they improve the likelihood of the possessor to have high digital dexterity.

  • Business Acumen (9.9x) – someone who demonstrates awareness of the broader internal and external business context.
  • Adaptability (7.3x) – a demonstrated openness to new and iterative ways of working.
  • Political Savvy (5.6x) – the ability to build and influence stakeholder networks internally and externally.
  • Fusion Collaboration (4.7x) – This person collaborates effectively with employees with diverse perspectives.
  • Systems Thinking (4.2x) – understanding the internal and external relationships between technology and processes.

In addition to the focus on developing these five competencies, the experience-based learning emphasis should include role-rotations, lateral career moves, etc. Another example is a workflow shadowing program where participants observe specific workflows (rather than an individual role). After the shadowing, the participants engage in two-way knowledge sharing and clarify their learning. These types of exercises result in an improved understanding of work processes and, if done well, can increase their willingness to collaborate.

The Future

“If you always do what you’ve always done, you’ll always get what you’ve always got.” Henry Ford’s words are still as true today as they ever were, but now the pace of change is quickened. Change is a constant and is the most discussed issue among companies.

Gartner (1) estimates that by 2023, organizations that will be able to properly exploit well-tested techniques in behavioral sciences to drive and evolve the digital dexterity of their workforce will have twice the probability of being counted among the “top-performers” compared to those who will not have done so.

To be among the successful organizations in the future, we need to embrace the concepts and techniques and help our employees become more digitally dexterous, which will, in turn, help our organizations to meet their priority initiatives. As Alvin Toffler said, “Change is the process by which the future invades our lives.”


Works Cited

1. 4 Steps to Develop Digital Dexterity in you Workplace. Gartner.

2. Digital Dexterity at Work. Gartner.

3. The Facts You Need to Improve Digitial Dexterity. Inc. Magazine – Elizabeth Dukes.



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