As rapid technological change continues to reshape the global insurance landscape, brokers are under increasing pressure to adapt. According to Deloitte’s 2026 Global Insurance Outlook, success in this environment does not depend solely on the speed of technological adoption but on how effectively insurers embed digital tools into everyday workflows and build the capabilities required to use them effectively.
Andrew Nkgare, the executive head of Broker Solutions at Santam, says this challenge is compounded by an increasingly dynamic risk environment. The risk landscape has become a moving target. In the past, you might have predicted something five or ten years out. Today, risks are changing by the minute.”
At the same time, customer expectations are exceptionally high, shaped by real-time, digital-first experiences across other industries.
“Omnichannel distribution models have fundamentally changed,” says Nkgare. “That is why embedding digital tools is not just about the technology, but how we equip brokers with the skills, confidence, and workflows they need to operate efficiently in a digital-first world.”
The local non-life insurance sector is at a mid-level of digital maturity, says Nkgare. “We’re seeing strong progress in customer-facing digital journeys and automation, but the industry is still facing gaps in integration, data-driven personalisation and legacy system transformations. The challenge now is to make digital enablement truly seamless.”
Nkgare outlines three practical ways intermediaries can work more effectively in an increasingly remote and technology-enabled environment.
1. Creating a single digital backbone for intermediary workflows
From a South African perspective, Nkgare notes that the complexity of underwriting and claims continues to rise, driven by climate events, fraud, and cyber risk.
“When you look at flood modelling, geocoding, and similar capabilities, all of that requires data analytics and automation to support decision-making. Everything has to be real time. Manual, paper-based processes are no longer viable.”
Intermediaries need integrated broker platforms that support the full policy lifecycle, including policy administration, endorsements, renewals, and document searches.
2. Enabling faster, more responsive digital client engagement
Customer behaviour is evolving just as rapidly as the risk landscape itself. “When an asset is acquired, insurance is usually the first port of call. Clients need confirmation of cover immediately,” says Nkgare.
Intermediaries need to be able to generate confirmation of cover letters on the spot, ensuring clients can secure protection without delay. Such capability and platforms give brokers access to insured value estimate calculators, helping to address the growing challenge of underinsurance in South Africa.
“These tools reduce friction, shorten turnaround times, and allow brokers to focus on advice and relationship management rather than administration,” he says. “They improve transparency for clients while increasing broker productivity.”
3. Building intermediaries’ digital confidence and capability
There is a need to ensure practical training and ongoing support for brokers on their journey to be digitally enabled. Brokers need to be supported through a combination of virtual and in-person training sessions, with digital content accessible on demand.
Webinars play a key role, particularly in specialised sectors such as hospitality, leisure, agriculture, and real estate. “We host industry-specific webinars to help brokers understand what is happening in these niche sectors and how risks are evolving,” says Nkgare.
Brokers also have access to product reference guides, knowledge resources and relationship managers who provide support and in-person engagement where needed.
Looking ahead, Nkgare believes digitally enabled working models are here to stay, but a degree of human engagement remains essential.
“While most administrative tasks, policy servicing, and sales support can and will happen digitally, face-to-face interaction will always matter when it comes to more complex commercial risks and building trusted relationships,” he says.
