By Ramona Itembu
Resilience has long been the essence of Namibians’ ability to survive life. Whether returning from financial downturns, drought, or personal financial setbacks, we have learned to survive.
But as we tick down the clock to the later part of 2025, surviving is not enough. The financial services industry must evolve from simply being resilient to actually being relevant in the life of average Namibians.
Relevance means showing up where people need us most, not just when things go wrong, but in the everyday decisions that shape their futures.
It means understanding how people live, what they value, and how their financial needs are evolving. In a country where unemployment continues to be high, informal income streams are growing, and institutions are not trusted, relevance is being practical, relevant, and forward-looking.
Banks have been policy and product-driven for generations. But people do not wake up in the morning with insurance premiums and investment portfolios on their brains.
They think about paying school fees, keeping salaries running until month-end, having a decent December holiday without going into debt. If we are to be valued, we need to speak to those realities.
One of the biggest shifts we’re seeing is the rise of financial polarisation. Some Namibians are thriving, investing, saving, and building wealth.
Others are just trying to make it through the month. This gap is widening, and it’s not just about income; it’s about access, education, and trust.
Financial services must bridge this divide by offering solutions that are inclusive, easy to understand, and tailored to different life stages and income levels.
Digitalisation is another area where relevance is being tested. Online channels, e-wallets, and mobile banking are rewriting the book on how people use money.
But digital does not necessarily translate to inclusive. Many Namibians still rely on cash, reside in areas of poor connectivity, or fear technology.
Relevance means identifying digital solutions that are simple to use, readily available in multiple languages, and underpinned by real human support. It means making sure that innovation does not leave people behind.
Holiday season is the perfect example of where relevance matters. December is a time of celebration, but also financial pressure.
Everybody wishes to spoil their family, take a vacation, and enjoy the holidays, but most end up spending more than they can afford and entering the new year indebted.
Banks and other financial institutions can play a role here, not by preaching but by offering practical tips, budgeting advice, and even holiday savings plans that help people celebrate the festive season without compromising their financial well-being.
Relevance also means showing up during moments of vulnerability. When someone loses a loved one, suffers a medical emergency, or loses their means of making a living, they don’t need jargon and paperwork: they need empathy, speed, and simplicity.
Insurance and financial products must be designed with those moments in mind, so that people can get help when they need it most.
Financial services leadership must shift as well. Being technically competent or financially savvy simply isn’t enough anymore.
It involves emotional intelligence, cultural awareness, and a strong sense of the communities being served. It necessitates listening more, more plain talk, and building trust through honesty and follow-through. Relevance starts with the leader.
As we move into 2026, the question isn’t just whether our institutions are strong: it’s whether they matter.
Are we helping people live better lives? Are we making financial literacy accessible? Are we building products that reflect real needs, not just market trends? Are we showing up in ways that feel human, not corporate?
From resilience to relevance is not only a good slogan. It’s a battle cry. It’s a shift in attitude from surviving to serving. It’s being present, being useful, and being reliable. In Namibia, where every dollar counts and every choice matters, relevance is the new resilience.
* Ramona Itembu is a Group Human Capital Executive at Old Mutual Namibia
