---
title: "[OR] [MLRe] [E2] [C13] Improving Lessons Learned of OR Implement Phase for Malaysian Life Reinsurance Group Berhad"
description: How MLRe turns scenario test and incident findings into prioritised, owned and verified improvements across the resilience programme.
---

[OR v2](https://blog.bcm-institute.org/or-v2)

# [\[OR\] \[MLRe\] \[E2\] \[C13\] Improving Lessons Learned of OR Implement Phase for Malaysian Life Reinsurance Group Berhad](https://blog.bcm-institute.org/or-v2/or-mlre-e2-c13-improving-lessons-learned-of-or-implement-phase-for-malaysian-life-reinsurance-group-berhad)

 Written by [Dr Goh Moh Heng](https://blog.bcm-institute.org/or-v2/author/dr-goh-moh-heng) | Nov 13, 2026, 7:29:45 AM

### Improving Lessons Learned

Testing is useful only if it changes something. This chapter covers Stage 5, the last stage of the Implement phase: **Improve Lessons Learned** at Malaysian Life Reinsurance Group Berhad (MLRe).

## What is "Improve Lessons Learned"?

It is the discipline of capturing what scenario tests, real incidents, and near misses reveal, and turning those findings into lasting improvements. A lesson is not "learned" until something has changed and the change has been checked.

### What should MLRe be learning?

- Whether impact tolerances were met, and what drove the result.
- Where dependencies, workarounds or plans did not work as expected.
- How decisions, escalation and communication performed under pressure.
- What worked well and should be preserved.

### Continuous learning

Lessons should come from many sources: scenario tests, actual incidents at MLRe, incidents at suppliers, public events affecting other financial institutions, regulatory developments and audit findings.

## How to Improve and Communicate Lessons Learned

### 1. Analyse and consolidate lessons learned

Collect findings from post-exercise reports and incident reviews into a single register. Look for themes, such as repeated weaknesses in vendor notification or unclear decision authority. Rank each lesson by impact, urgency, and feasibility.

| **Lesson (illustrative)** | **Source** | **Action** | **Owner** | **Priority** |
| --- | --- | --- | --- | --- |
| **Claims team could not access historical claim files when the document store was unavailable** | **Cloud outage scenario test** | **Agree on an offline claims file extract and test restore** | **Head of Claims / IT** | **High** |
| **Escalation to the Board took too long** | **Ransomware tabletop** | **Define triggers and a 60-minute notification rule** | **OR Lead / Company Secretary** | **High** |
| **Cedants were not told of delays promptly** | **Office loss scenario** | **Prepare cedant communication templates and contact lists** | **Head of Distribution** | **Medium** |

Entries are examples of the format only.

### 2. Develop and implement action plans

Prioritise high-impact items, name an owner, set a deadline, and define what "done" looks like. Track actions through the OR Steering Committee. Items that need funding or a tolerance change go to the Board.

### 3. Cultivate a culture of continuous improvement

Encourage honest reporting, blame-free reviews and open discussion of near misses. Staff who flag problems should be thanked, not penalised. Chapter 15 develops this further.

### 4. Communicate lessons learned effectively

Tailor the message to the audience: brief, decision-focused papers for the Board; practical changes for service owners; short summaries for all staff. Use several channels, such as committee papers, team briefings and the intranet. Explain the benefit as well as the change.

### 5. Monitor and evaluate improvement efforts

Track completion rates and ageing of actions. Retest the area to confirm the fix works. Update plans, tolerances and the dependency map where lessons require.

## Practical Tips

- Hold the review within a week of an exercise, while memories are fresh.
- Limit each report to a small number of significant actions.
- Report overdue actions to the Board without softening.

## Summary

A working lessons-learned loop closes the Implement phase and makes the cycle repeat. The Sustain phase, starting in Chapter 15, focuses on keeping the capability alive through culture, communication, training and assurance.

 

| **eBook 2: Implementing Operational Resilience for Malaysian Life Reinsurance** |  |  |  |
| --- | --- | --- | --- |
| **C1** | **C2** | **C8** | **C14** |
|  |  |  |  |

 

|  | **"Implement" Phase of the Operational Resilience Planning Methodology** |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- | --- |
|  | **C8** | **C9** | **C10** | **C11** | **C12** | **C13** |
|  |  |  |  |  |  |  |

 

[View full post](https://blog.bcm-institute.org/or-v2/or-mlre-e2-c13-improving-lessons-learned-of-or-implement-phase-for-malaysian-life-reinsurance-group-berhad)

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