American Association of State Compensation insurance Fund
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Magnifying GlassSelect a state or province from the map above to get primary contact and web information for any
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

Transformation of Talent

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

In today’s rapidly changing digital landscape, companies that understand their talent needs and know how to meet them have a competitive edge. Let’s make it even more real—digital transformation is thwarted by insufficient talent!

In my last article, “Digital Dexterity,” I talked about the upcoming (really, already here) requirement for companies to transform themselves—to become more in line with the use of new and emerging technologies. And that goal is exactly the issue! How do you utilize new and emerging technologies with existing talent? Technology, teamwork, and talent must be aligned to achieve optimal digital outcomes.


When many people think about digital transformation, they think “getting new technology,” either a new software application or new infrastructure. While technology is a large part of the digital transformation equation, it’s important to remember that technology doesn’t integrate on its own and isn’t adopted without the right teams in place. If you have a software application with 5,000 features, but your team only knows how to use five, it’s as if you bought a program with five features. Technology is just a part of the digital transformation equation, and true transformation involves much more coordination.


Innovative business models contribute to the digital transformation equation. Uber, Doordash, and Airbnb are all examples of the application of innovative business models using technology in the real world. Those innovative business models that use technology require teams that prioritize business outcomes and work together to achieve them.

It’s essential that business and IT professionals collaborate to identify appropriate technology products and match them to solutions that move businesses forward. Teams help organizations integrate new business models and new technologies.


Teams are composed of—you guessed it—talent! Talent is the key to the accomplishment of digital transformation. And not just any talent—talent with the skills to innovate and collaborate in a way that fundamentally drives outcomes. Cultivating talent is a challenge for many organizations. How can we develop professionals and equip them to help their organizations successfully navigate through digital transformation?

“The reality is that digital business demands different skills, working practices, organizational models and even cultures,” said Marcus Blosch, research vice president at Gartner. “To change an organization designed for a structured, ordered, process-oriented world to one designed for ecosystems, adaptation, learning, and experimentation is hard. Some organizations will navigate that change, and others that can’t change will become outdated and be replaced.”

Gartner has identified six barriers that must be overcome to transform an organization into a digital business.

A Change-Resisting Culture

Digital innovation can be successful only in a culture of collaboration. People need to be able to work across boundaries and explore new ideas. The problem is that a lot of our organizations have developed a culture of hierarchy and clear boundaries between areas of responsibility. This is counter to what is required to become digitally dexterous—collaborate cross-function and self-directed teams that are not afraid of uncertain outcomes.

One solution is to define a digital mindset and assemble a digital innovation team that is shielded from the rest of the organization. This temporary segregation will help the new culture develop. Once some headway is made in that direction, foster connections between the digital innovation and core teams that can be used to scale the new ideas and spread the culture.

Limited Sharing and Collaboration

Ownership and process control often lead to a lack of willingness to share and collaborate within an organization. One premise of digital innovation, however, is its collaborative cross-functional teams. This is often very different from what employees are used to with regard to functions and hierarchies, which means resistance is inevitable.

Start small; it’s not necessary to have everyone on board at first. Find areas where interests are common and create a starting point. Once a first version of this collaborative team is built and tested, the successes realized can be used as momentum to move to the next step.

The Business Isn’t Ready

There is a lot of hype around digital dexterity and digital business (pick your buzzword term of the day) that many business leaders are caught up in. But when your company decides to start the transformation process, it turns out the organization doesn’t have the skills or resources needed.

The digital readiness of an organization must be evaluated and understood from both the business and IT perspectives. The focus should be on the early adopters within the organization. Those that have the willingness and openness to change and leverage digital. Keep in mind that digital transformation may not be relevant to certain parts of the organization.

The Talent Gap

Organizations typically follow a traditional pattern of organized functional areas—IT, sales and supply chain, and operations. This type of organization often slows the process of change. Digital innovation requires an organization that can adopt a different approach. In this type of environment, people, processes, and technology blend to create new business models and services. New skills are needed for employees to focus on innovation, change, and creativity along with the new technologies themselves.

Two possible strategies are discussed to solve this barrier. Upskill: in smaller or more innovative organizations it is possible to redefine the roles of individuals to include more skills and competencies. A bimodal approach is used when it makes more sense to create a separate group to handle innovation and focus on change while another group supports the current business requirements. One danger in this bimodal approach is that it reinforces a focus on technology rather than the customer, which is ultimately a step backward in the move toward digital dexterity.

Current Practices Don’t Support the Talent

Highly structured and slow traditional processes don’t work for digital. Having the right talent is important, but have the right processes in place is a requirement for the talent to work effectively. Unfortunately, there are no tried and tested models to implement here. Each organization has to find a set of practices that suit it best.

One approach is a “product-management” based approach because it allows for multiple iterations. This allows for some traditional operational changes until the digital team is experienced and skilled enough to extend its reach throughout the organization.

Change Isn’t Easy

Albert Einstein said, “The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.” Change is hard. It can be technically challenging and expensive. Developing new platforms, changing the organizational structure, creating an ecosystem of partners within our organizations—this all costs time, resources, and money.

Organizational capabilities that are built now should result in simpler and faster change capabilities in the long term. The concentration should be on developing a platform strategy that supports continuous change and then innovating that with new services drawn from the core platform services.


“To improve is to change; to be perfect is to change often,” said Winston Churchill. This can be taken as a mantra for digital dexterity. The question is no longer “should there be change?” It’s not even a question of when the change should occur. It’s now a question of how often and how quickly can change be accomplished. In today’s environment, change is not only inevitable but imperative for survival. We need to continue to evolve our organizations to make them more collaborative and innovative—to create environments that foster the development and growth of the essential skills in our talented resources to move toward digital dexterity.

At the risk of adding one quote too many, this one is my favorite on the topic. W. Edwards Deming, often regarded as the father of Total Quality Management, is quoted as saying, “It is not necessary to change. Survival is not mandatory.”



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