In this episode of Calculated Conversations, I had the privilege of speaking with Mr. Amogelang Kgaladi, a visionary leader and the Group Chief Actuary at Guardrisk. With an impressive career trajectory, Mr. Amogelang has successfully combined his expertise in actuarial science, risk management, and financial services, transforming the way businesses approach insurance and financial strategy across sectors.

At just 30, he has already made his mark in the industry, having previously held the role of Chief Risk Officer at FNB at the age of 26. His leadership spans across diverse portfolios in Life, Short-term, and Microinsurance, as well as international operations, positioning him as one of the leading figures in South Africa’s actuarial and insurance landscape.

In our conversation, we delved into a variety of topics, including the art of driving change within organizations, the balance between innovation and sustainable growth, and the critical importance of building the right foundations early in your career. Mr. Amogelang also shared valuable insights on adaptive leadership, emphasizing the need for emotional intelligence and a personalized approach to leading teams. He further explored the intersection of technology and employee engagement, highlighting how innovation can be leveraged to streamline operations while empowering teams to think outside the box.

Here is what he had to say:

1. With your experience leading actuarial and risk functions across banking, insurance, and consulting, what do you believe is the key factor in driving successful change within organizations, and how can others apply it to their leadership journeys?

Driving successful change within an organization comes down to a structured framework that ensures alignment, execution, and reinforcement. One of the most effective models I have worked with is McKinsey & Company’s Influence Model, which focuses on four key elements.

First, fostering understanding and conviction. This means clearly articulating the “why” behind the change. A strong communication plan and a well-defined change story help ensure that employees understand the purpose of the transformation and align with the vision. Without this, there is no shared conviction, and change efforts lose momentum.

Second, role modeling. Leaders must embody the behaviors they want to see in their teams. When employees see leadership demonstrating the desired changes, it builds credibility and reinforces expectations. This involves not only setting the tone but also spotlighting and recognizing the right behaviors across the organization.

Third, reinforcing change through systems and processes. Too often, organizations attempt change while maintaining outdated processes that enable old behaviors. To drive real transformation, you need to switch off legacy systems, adjust key performance indicators, and redesign incentive structures to align with the new direction. When processes reinforce the change, it becomes ingrained in the organization’s culture.

Finally, capability building. Change is only sustainable if employees have the skills and knowledge to support it. This means investing in training and development to equip teams with the necessary tools to navigate the transformation successfully.

For leaders looking to apply this in their own journeys, the key is to be intentional. Communicate the vision clearly, lead by example, ensure structural alignment, and invest in people. Change is not just about strategy but about execution and culture, and these four pillars create the foundation for meaningful and lasting transformation.

2. As Group Chief Actuary at Guardrisk, managing billions in gross written premiums, how do you balance innovation with ensuring long-term, sustainable financial growth?

I don’t think managing innovation and managing sustainable long-term growth are mutually exclusive. In fact, I think you need a strong relationship between the two to ensure sustainable growth in an organization. If you fail to reinvent yourself over time, your business model will become redundant, which puts the sustainability of your earnings at risk over the long term. So, I think organizations need to see these two components as working together continuously.

There is this concept of creative destruction. Apple is very good at this, where it’s about disrupting your own internal business model. Even though it might hurt in the short term, it sets you up for success in the medium to long term. Take the example of the iPod vs. Apple Music. Apple had to disrupt itself by killing the iPod, but over the long term, the trend showed that streaming was going to be a major driver of growth.

Similarly, as a business inside of Guardrisk, we continually scan the market and trends to determine where things are heading. We ensure that we implement the right business model shifts to capture long-term growth, even if it comes at the initial cost of an earnings dip or disrupting our existing business models. We are continuously monitoring for these changes.

We require innovation and put mechanisms in place to ensure that staff members and colleagues can bring forward new, bright, and innovative ideas. Equally, we pride ourselves not just on selling a product but on truly solving underlying business problems. We structure solutions for clients, which naturally requires consistently thinking outside the box to address a particular problem or issue a client may have.

3. Having earned both an actuarial fellowship (FASSA) and an MBA with distinctions, what personal development principle do you think is often overlooked, and how can professionals integrate it into their routines for career growth?

I think one of the most important factors in my career development has been ensuring that I build the right foundations, prioritizing skill accumulation over financial reward. It’s about getting the right exposure and developing strong technical expertise.

I’ve always believed in what they used to call a “T-shaped” approach, where you build deep expertise in certain areas while also gaining broad knowledge in others. You can’t know everything, but having a solid technical foundation and prioritizing its development is crucial. This approach challenges you, ensures continuous growth, and keeps you learning, even when it’s uncomfortable.

Developing at a young age has been a key success factor for me. I’ve found that combining theoretical knowledge from my studies with practical experience is essential. Theoretical learning gives you the tools, but positioning yourself in the right roles and opportunities allows you to apply those tools effectively.

I was reading a book the other day that talked about how skills are just one part of the equation, but context matters just as much. You can accumulate all these skill sets, but their true value depends on how and where you apply them. Ensuring that I have the right skills, gain hands-on experience, and apply them in the right context has been a fundamental part of my growth.

4. Your leadership spans diverse industries, from banking to insurance and even telecommunications. How do you adapt your leadership style when working with different teams and sectors?

I think, as you rightfully pointed out, I have applied what would academically be termed an “adaptive leadership” style. This approach requires a high level of self-awareness, understanding your own biases, triggers, and what drives and energizes you. But just as importantly, it demands strong observation skills because you need to understand the individuals you are working with, the industries you are operating in, and the different motivators and driving forces at play.

When it comes to the industry itself, there is a technical component that requires learning and investing time in understanding the nuances of each sector. But when it comes to leading people, it is about adopting an adaptive leadership style, being able to observe, understand, and respond to the different driving and motivating factors of each team member. Rather than applying a broad, one-size-fits-all approach, it is about tailoring leadership to meet the specific needs of both the individuals and the organization.

This, in turn, is driven by a high level of emotional intelligence, environmental awareness, and the ability to pick up on social cues and body language. It also means taking a genuine interest in your team members and ensuring that leadership is shaped by their unique needs and strengths.

5. As one of Mail & Guardian’s Top 200 Young South Africans and a former Chief Risk Officer at just 26, how important is mindset in leadership, and how can young professionals cultivate a growth mindset for long-term success?

Cultivating a growth mindset requires a reflective approach. When you take the time to reflect on your journey, you begin to see how much progress you have made over time. A book I read a few years ago, Factfulness, talks about how humans have a natural tendency to view the past more positively than the present. But if you look at human history objectively, you will see that things have consistently improved: poverty rates have declined, literacy rates have increased, and human development has advanced significantly. However, because the media tends to focus on negativity, we often feel like the present is worse than the past.

I believe the same applies to our personal lives. We have a natural tendency to overlook our own progress. If you take a moment to reflect, you will often realize that you are now living a reality that was once just a dream. Five or ten years ago, you may have aspired to be where you are today. Recognizing that growth is a continuous journey is a key component of developing a strong mindset.

The second aspect is making sure that, in every experience, whether it is a challenge or a success, you take time to extract the lessons from it. I believe that every trial and setback carries valuable lessons, and learning from those moments positions you for even greater success. If you view every experience as an opportunity to grow and understand that consistent effort over time leads to improvement, you will approach challenges with more positivity and less anxiety. The patterns show that when you put in the right work, stay consistent, learn from mistakes, and apply those lessons, you will ultimately reach your goals.

These principles have helped me cultivate a strong growth mindset and optimism for the future. I always say that I get excited about what lies ahead because, looking at what I have achieved so far, I know there is still so much more to come. I have only worked a fraction of my career, and if past trends are any indication of the future, then that future holds exponential growth. Too often, people get bogged down by immediate setbacks and lose sight of the bigger picture. Maintaining perspective and focusing on long-term progress is what makes the difference.

6. Given your experience in data commercialization and actuarial strategy, how do you integrate emerging technologies and trends into leadership strategies while ensuring they remain practical and beneficial?

My approach to integrating new technologies into my areas of work follows two key lenses. The first is identifying existing pain points within my work and understanding how they align with the broader organizational strategy. Once I have thought through that, the next step is mapping out key technological elements that can be embedded to address those challenges. For example, if scalability and automation are crucial enablers but also pain points, the focus shifts to identifying the right technology and process improvements that can enhance scalability, enable automation, and eliminate repetitive tasks. This ensures that employees are engaged in high-value activities that fully utilize their skills and expertise.

I believe these two aspects, technology integration and employee engagement, are not mutually exclusive but are instead deeply interconnected. By integrating technology effectively, you create room in your processes for team members to focus on high-quality, insightful, and engaging work.

The second perspective is about thinking beyond current limitations and exploring the realm of possibilities. This requires setting a clear vision, dreaming big and asking, if you had a blank canvas, where would you position your organization or team? From that vision, you can then determine the role technology would play in achieving it.

I separate these two approaches because the first is primarily about operational efficiency, ensuring that day-to-day processes run smoothly. The second is about leveraging new tools and technologies to drive innovation, develop creative solutions, and rethink traditional processes beyond the current scope of operations.

7. As a mentor, speaker, and leader who has shaped actuarial teams and corporate strategies, what is the most important lesson you’ve learned about empowering others to reach their full potential?

The most important lesson I have learned about empowering others is the value of building trust within a team. Trust is the foundation that enables people to take risks, grow, and reach their full potential.

There are three key elements to fostering that trust.

First, technical grounding. As a leader, you need to have a solid technical foundation so that you can effectively coach and guide your team. When people see that you understand the work, they are more likely to trust your insights and leadership.

Second, exposure and challenge. You have to be willing to push your team outside their comfort zones. Growth happens when people are given opportunities to stretch themselves, even if it means being thrown into the deep end. However, this must be balanced with psychological safety. People should feel secure enough to take risks and make mistakes without fear of excessive retribution. When mistakes are seen as learning opportunities rather than failures, real development happens.

Third, effective feedback. Empowering others means giving feedback that is actionable, constructive, and geared toward growth. The goal is to create a cycle of risk-taking, learning, and continuous improvement. When people know they can take chances, receive guidance, and improve, they become more confident and capable.

Ultimately, empowering a team is about creating an environment where people feel supported yet challenged. It should be a space where they are encouraged to experiment, fail, learn, and succeed. That balance is what leads to long-term growth, both individually and collectively.

Throughout our conversation, Mr. Amogelang shared invaluable insights on the key elements of driving change within organizations, the balance between innovation and sustainable growth, and the importance of building strong foundational skills. His approach to leadership, particularly through adaptive strategies and emotional intelligence, highlights the evolving nature of effective management in today’s fast-paced world.

Mr. Amogelang’s journey underscores the significance of being proactive, challenging the status quo, and fostering continuous growth, both personally and within organizations. As technology continues to shape the business landscape, his perspective on innovation and leadership is a timely reminder of the need to embrace change while staying rooted in core values.

A huge thank you to Mr. Amogelang Kgaladi for sharing his knowledge and experience!

What do you think is the most important factor for leaders to consider when navigating organizational change?