Who is Vida Security?

  • Vida Security is a financial company that provides financial and asset protection insurance.
  • + More than 600,000 policyholders.
  • + More than 5,000 employees
  • It participates nationally and internationally

What was the challenge?

  • Deploy a program of 28 strategic initiatives grouped into 5 pillars over a 5-year timeframe.
  • The main strategic objective of the transformation was to increase profits by 50% in five years. increase profits by 50% in 5 years.
  • The purpose was redefinedThe purpose was redefined in order to connect with the strategic plan that was built.
  • The above, accompanied by a cultural transformation aimed at strengthening collaborative work, focusing on the client and installing new practices to ensure compliance with the value proposition.

"There are people who consider these issues to be irrelevant. I needed them to see the importance and understand that projects could fail without Change Management."

What was achieved?

  • Specialist accompaniment in change management for the implementation of 3 high-impact strategic initiatives.
  • High level of involvement by leaders, at all levels of the organization, through the development of workshops and mentoring.
  • Increased perceived effectiveness in communications, through agile, innovative and participative practices.
  • Installation of monthly practices that leverage the collaborative and customer centric culture. 
  • Awareness and participation of the executive team in its role as Sponsor and Transformation Committee.
  • Develop the Change Management strategy and model for Vida Security.
  • Construction of a network of Agents of Change.

"We had an organization that was able to understand what the change was, the importance and today there is no type of planning where this issue is not considered important. And not only is it important, but it has a way of being dealt with from our model."

What lessons were learned?

  • A highly committed executive team is fundamental to the process.
  • The value of connecting with the different stakeholders within the organization in their own language to involve them in the process.
  • The relevance of orchestrating the transformation, aligning the different initiatives under the same organizational framework and purpose.

"The Change Lab has people within their team who can speak the language of a CEO, the board, the executive team and also with each of the layers further down the organization. That flexibility they have to explain the same change phenomenon in different examples and ways to different audiences, I value that very much."