Making learning meaningful - The discussion repeatedly returned to the importance of practical, relevant learning.

Professionals are no longer looking for theoretical refreshers. They want to engage with real scenarios, test their thinking, and develop the ability to navigate complex situations. This is where practical training, delivered by experienced practitioners, becomes particularly powerful.

Simba Mukonzo highlighted the importance of designing learning experiences that simulate real-world challenges and help individuals work through actual problems they face in their roles. This shift from passive learning to active engagement is critical in building meaningful capability.

At the same time, there was recognition that training must also consider where individuals are in their careers. A junior professional and a future leader require very different development journeys, and treating them the same risks diluting the effectiveness of both.

The role of the individual - While organisations carry significant responsibility for skills development, the panel was clear that individuals also play a crucial role.

Muzi Shongwe noted that motivation is often linked to visibility. When professionals can see how learning connects to their career progression, they are more likely to invest time and effort into developing themselves.

Simba Mukonzo took this further, emphasising the importance of personal accountability. Strong academic foundations, continuous learning, and a willingness to engage with development opportunities all contribute to an individual’s ability to grow.

There was also a broader call for professionals to recognise the value of giving back, to apply what they have learned in ways that strengthen their organisations and, by extension, the industry as a whole.

Beyond technical expertise - As the discussion evolved, it became clear that technical skills alone are no longer sufficient.

Opelo Lefhoko highlighted the growing need for multidisciplinary capability. Today’s insurance professionals must navigate not only risk, but also data, technology, regulatory change, and shifting client expectations.

Equally important are the so-called soft skills, communication, adaptability, and critical thinking, which enable professionals to operate effectively in increasingly complex environments. These are no longer optional attributes; they are essential capabilities.

The challenge of building expertise - A further concern raised during the roundtable was the limited pool of experienced trainers and subject matter experts.

Simba Mukonzo acknowledged the difficulty of securing time from highly skilled professionals to deliver training, given the demands on their roles. At the same time, Kopano Radebe pointed to a broader industry challenge: an ageing workforce and the risk of losing critical knowledge if it is not actively transferred.

This creates a dual challenge, not only developing new talent, but also ensuring that existing expertise is captured and shared.

A shift in mindset - What ultimately emerged from the Mukfin Roundtable is the need for a shift in how the industry approaches skills development.

Training can no longer be treated as a routine or compliance-driven activity. It must be seen as a strategic priority, directly linked to the industry’s ability to respond to change.

This requires greater alignment between organisations, industry bodies, and individuals. It also requires a commitment to continuous learning, not as a once-off intervention, but as an ongoing process.

Looking ahead

The African insurance market continues to present significant opportunity. But realising that opportunity will depend on more than products or pricing.

It will depend on people.

As risks become more complex and interconnected, the ability to interpret, adapt, and respond effectively will define success. And those capabilities are built, deliberately, continuously, and collectively.

The message from the roundtable is clear: The future of insurance in Africa will be shaped not only by how well the industry understands risk, but by how well it develops the people managing it.