Calculated Conversations: Adaptive Leadership and Driving Change, with Amogelang Kgaladi (Group Chief Actuary)

Group Chief Actuary Amogelang Kgaladi shares the structured framework for driving organizational change (McKinsey's Influence Model), the necessity of 'creative destruction,' and how to balance technical expertise with emotional intelligence in leadership.

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…

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…

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 do not 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 is 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…