The fund and insure domain

The Fund and Insure domain sits at the centre of a significant shift taking place across the economy. As industries reorganise around emerging customer needs, companies are reinventing business models, forming new partnerships, and pursuing opportunities that extend beyond traditional sector boundaries.

This reinvention will require significant investment. Much of the capital needed to build new capabilities, enter new markets, and participate in emerging areas of growth is expected to come from private sources, creating opportunities for both traditional financial institutions and a broader range of participants across the funding ecosystem.

As capital flows become more diverse, the role of financial institutions is likely to evolve. Our Value in Motion research highlights that US$150.54 billion in revenue is expected to shift between companies in Africa in 2025 alone as industries reorganise around new domains of growth. In this environment, success may depend not only on providing capital, but on connecting investors, businesses, and expertise across increasingly interconnected ecosystems and directing capital towards emerging sources of value.

Realising this opportunity will require financial institutions to work beyond traditional organisational boundaries, bringing together partners, capabilities, and knowledge to support increasingly complex opportunities.

Shifts in funding mean shifts in team dynamics

As organisations work across increasingly diverse ecosystems, productivity will become a key differentiator. Not productivity in the traditional sense of doing more with less, but productivity as the ability to bring together the right people, information, and capabilities quickly enough to respond to new opportunities.

We expect to see two important shifts in how teams operate:

Collective productivity: How to leverage trust, technology, and the new trilogy

To keep productivity high in this new world of work, leaders, organisations, and states will need to focus on boosting trust to encourage participation, accelerating the adoption of new technologies to safeguard value, and bringing together purpose, work, and partnerships (the new trilogy) to elevate collaboration.

Trust to engender participation

Our Africa Workforce Hopes and Fears Survey 2025 highlights the importance of leadership in building trust. While 61% of African workers say their direct management does what they say they will do, this falls to 55% for top management, pointing to the importance of accountability and consistency at the highest levels of an organisation.

This trust is important not only to the relationship between leaders and employees, but also to how people participate and work together. Listening to and addressing employees’ needs can help create an environment where people feel heard and are more willing to contribute openly. A team is unlikely to share information openly, challenge assumptions or, contribute expertise if individuals do not feel heard or understand how their contributions support a common objective.

For instance, a team evaluating a digital healthcare initiative aimed at expanding access to care in underserved communities may include financial specialists, healthcare practitioners, technology experts, and telecommunications providers, each bringing different objectives and perspectives. By creating regular forums for discussion, maintaining transparency around decision-making, and aligning around a shared outcome, teams can build trust, move faster, and make better decisions together.

Accelerating technology adoption

Working with financial institutions over decades, we know that the challenge is rarely access to technology. The challenge is adoption. Technologies designed to enable large-scale collaboration only create value when they become embedded in the way people work.

Consider a collaborative funding team adopting a new workflow platform to assess and approve investment opportunities. Simply introducing the technology is unlikely to change outcomes. However, when performance metrics, decision-making processes, and day-to-day activities are integrated into the platform, adoption becomes part of the workflow rather than an additional task. Technology moves from being a tool people use to becoming the environment in which work happens.

The organisations that realise the greatest productivity gains are often not those with the most advanced technology, but those that accelerate adoption most effectively.

Employees and clients are increasingly looking for organisations that stand for something meaningful. According to our 29th Global CEO Survey: Africa perspective, 39% of African CEOs are questioning whether they are doing enough to ensure the medium- to long-term viability of their organisations, highlighting the need for businesses to think beyond immediate performance and focus on sustainable value creation.

Meeting this challenge will require more than commercial success alone. As opportunities increasingly span industries, organisations need a clear purpose that aligns people around a shared goal, partnerships that provide access to the capabilities required to act, and meaningful work that sustains engagement. Organisations that successfully combine these elements will be better positioned to build trust, unlock collaboration, and capture opportunities that no single institution can realise alone.

The future of the Fund and Insure domain

The future of the Fund and Insure domain will be shaped by more than financial services alone. As industries reinvent themselves, demand for capital will grow and the funding ecosystem will become more diverse, with new participants and models of capital allocation emerging alongside traditional institutions.

In this environment, competitive advantage will depend on an organisation's ability to connect capital, expertise, and opportunity across increasingly complex ecosystems. Trust, technology, and partnerships will remain important enablers, but ultimately success will be determined by how effectively organisations turn collaboration into growth.