Why talent inclusion and Gen Z will shape Africa's insurance future
When we talk about transformation in insurance, the conversation almost always starts with platforms, data pipelines, AI tools and automation.
Hemlata Karooa, Head of Client Management and Business Development at Ellgeo Re (Mauritius), argues we’re missing the point if we stop there. “Our industry is evolving fast,” she says, “but very few people are talking about the human side of that transformation.” For Hemlata, the next competitive frontier is leadership that connects people across generations and keeps talent growing faster than the market changes.
She frames the moment bluntly: many African markets are experiencing social pressure that can’t be reduced to politics. Recent unrest in countries such as Kenya, Tanzania, Madagascar, Mozambique and beyond, she notes, “highlights bigger questions about leadership, fairness and opportunity.” Insurance doesn’t exist outside that context; it finances growth, absorbs shocks and underpins livelihoods. If leadership fails to foster inclusion within our firms, we can’t credibly promise resilience outside them.
Four generations, one organisation - The first reality leaders must confront is demographic: today’s insurance companies typically employ four generations - Baby Boomers, Gen X, Millennials, and Gen Z - under one roof. That diversity is a strategic asset if managed well; unmanaged, it becomes a liability.
Hemlata believes the disconnect is less about values than collaboration. Each cohort brings distinct strengths, including relationship depth, institutional memory, agile execution, digital fluency, and mission-led thinking; however, they often operate in silos. “Leadership’s job is not to choose a generation,” she says. “It’s to connect generations and build the systems that make collaboration normal.”
Those systems are practical, not theoretical: shared goals, transparent decision-making, cross-generational project teams, and feedback mechanisms that are safe and swift. Done well, they transform day-to-day frictions (such as different communication styles, speed expectations, and meeting culture) into teachable moments that upgrade how the whole business operates.
The talent equation leaders must solve - Hemlata is clear: “We are losing talent faster than we are developing it. That’s not a market problem—it’s a leadership problem”. Digital transformation has reset job design and career paths, but many companies still onboard, coach and recognise people as if it were 2005. Gen Z, in particular, will not wait years to contribute meaningfully or to see progress
“Technology can make us faster; only inclusive leadership makes us better.”
