Great people believe that their advantage lies in diversity. More than a third of senior positions are held by women.
PT Great Eastern Life Indonesia is accelerating the implementation of artificial intelligence (AI) and operational upgrades under the president and director. Nina Ongaiming to reduce process times, increase efficiency and strengthen long-term profits.
The company used automation to transform traditionally time-consuming group insurance operations such as quoting, underwriting, and billing into near real-time operations, reducing turnaround time from weeks to minutes.
Digital platforms are now providing clients with real-time visibility, streamlining workflows and reducing manual labor, while helping businesses maintain cost discipline.
Ong attributes part of the company’s operational advantage to its diverse leadership. More than a third of senior positions are held by women.
This diversity improves decision-making, drives structured discussions, strengthens risk assessment, and directly supports underwriting quality, cost control, and resource allocation, she said. insurance asia Email responses to questions.
Mr Ong’s international experience, including roles in Hong Kong and Southeast Asia, informs his approach to balancing risk, speed of execution and long-term sustainability.
In the Q&A below, she discusses how AI and digitization are reshaping insurance operations, how inclusive leadership is enhancing organizational performance, and the practices she believes will deliver measurable results in a competitive and evolving market.
Which challenging decision in your career has most shaped your professional growth?
“Throughout my career, I have viewed every step as part of a learning process that strengthens my judgment and sharpens my perspective. Each step lays the foundation for making more disciplined and considered decisions.
The defining moment was accepting the opportunity to work in Hong Kong. This was a strategic move that exposed me to a competitive and dynamic market. The pace, regulatory environment, and scale of the business required stronger risk assessment and sharper execution.
This experience has refined how we evaluate opportunities, balance risk and return, and lead with long-term sustainability in mind. It continues to shape how I make decisions today and how I prepare future leaders within my organization. ”
How did your understanding of success evolve as you moved into senior management?
“Early in my career, success was primarily measured in achieving goals and driving performance within my area of responsibility.
Today, success is defined by the strength of an organization. It means developing future leaders internally and building a disciplined, high-performance organization that executes consistently throughout the cycle.
This also means sustainable growth, strong governance and reliable protection solutions are recognized in the market. Performance must be reliable, sustainably growing, and valuable to customers.
For me, success now is about long-term resilience, market relevance, and sustainable impact. ”
What steps does the company take to ensure that leadership promotions are fair and equitable?
“We believe that equity must be built into the structure. Promotion criteria are clearly defined, measurable, and applied consistently across departments. Leadership development begins early, so we actively track our internal talent pipeline. Many of our directors are leaders who have grown within the organization, and that continuity strengthens both performance and culture.”
How does having a diverse leadership team improve business performance?
“At Great Eastern Life Indonesia, more than a third of leadership roles are held by women. Most importantly, how diversity strengthens decision-making discipline.
A diverse leadership team drives structured discussions, challenges assumptions early on, and rigorously assesses risks before committing capital. This improves underwriting quality, cost control, and resource allocation, directly supporting margin resiliency.
This discipline has accelerated our digital transformation in our group insurance business. We’ve embedded AI into our quoting, underwriting, and billing processes through platforms like our Employee Benefit Quotation System, reducing turnaround time from weeks to minutes, and improving customer experience through our Great Eastern Corporate App and Corporate Client Portal.
These tools digitize claims and healthcare access, providing faster service and greater convenience for members, and real-time visibility into policy and claims information for human resources professionals and brokers.
Together, they reduce manual effort, increase transparency, increase advisor productivity, and provide a smoother, more intuitive experience for both corporate clients and members. ”
How can flexible working be effective for senior women leaders?
“We focus on clarity and accountability for results. A high-performance culture doesn’t mean being physically present all the time. It means clear goals, ownership, and measurable results.
When leaders feel trusted and empowered, engagement remains strong. Retaining experienced female leaders is critical to maintaining your track record and expanding your reach to more customers. ”
