Insurance transformation in action: Bradesco Seguros
Bradesco Seguros in Brazil presented the incredible transformation work they have accomplished.
As part of the Qorus Innovation in Insurance Awards 2026, we selected a few of the insurance players whose projects impressed us the most. Among them, Bradesco Seguros in Brazil presented the incredible transformation work they have accomplished.
What transformation strategy has your organization led in recent years?
In recent years, Bradesco Seguros has undergone a profound transformation with a clear goal: evolving from a large, traditional insurer into a more agile, digital, and data driven organization capable of scaling innovation responsibly. This journey is guided by five strategic pillars as customer focus, valuing people, digital transformation, sustainable growth with profitability, and operational efficiency, supporting a consistent strategy that reinforces its position as the largest insurance group in Latin America.
With over R$2 billion invested in technology, the company has modernized products, channels, and processes, leveraging artificial intelligence, big data, and predictive analytics to improve underwriting accuracy, accelerate claims, and enhance service quality. This has enabled simpler, more personalized journeys and expansion into new protection fronts such as cyber risks and data security.
This evolution aligns with the Bradesco Group’s Change Movement, structured around Run the Business and Change the Business. While Run ensures operational excellence and governance, Change drives strategic transformation through digital scale, AI adoption, multidisciplinary teams, and a culture that empowers people as protagonists of Innovation.
What prompted this strategic transformation?
Bradesco Seguros’ transformation was driven by a combination of factors: increasing operational complexity, more digital and demanding customers, pressure for efficiency, and rapid technological Evolution, alongside a deliberate strategic review led in close partnership with senior leadership.
The vision behind the company’s transformation was to build a future‑ready insurer, capable of scaling its business without losing proximity to customers, partners, and people. In a context of rapid technological, social, and climate‑related change, the company recognized that transformation was not merely about digitizing processes, but about developing a continuous capability for adaptation, innovation, and strategic execution.
This vision unfolds across multiple areas of the business. It includes technological modernization through the intensive use of data, artificial intelligence, and generative AI; operational reconfiguration with multidisciplinary teams focused on customer journeys and efficiency; and cultural evolution, empowering people to become active protagonists of innovation.
The result is a systemic transformation that connects strategy, operations, technology, and people, enabling Bradesco Seguros to generate value in a consistent, scalable, and sustainable way over the long term.
What have been the most significant changes implemented, and how were they led?
The most significant changes at Bradesco Seguros were implemented across multiple, interconnected dimensions. In technology and data, the creation of the Bridge Generative AI platform fundamentally reshaped how the company designs, develops, and scales solutions. Today, thirteen strategic AI initiatives are underway, focused on productivity, operational efficiency, sales planning, and enhanced communication with customers and brokers, all supported by a robust corporate AI governance framework that ensures responsible and scalable adoption.
In innovation, the company restructured its approach by adopting the Innovation Horizons methodology and defining priority territories directly aligned with business strategy, strengthening the connection between long‑term vision and execution. This transformation was reinforced by a strong focus on culture and customer experience. Bradesco Seguros has consistently fostered an innovation‑driven environment aligned with its core cultural principles, translating this agenda into tangible results, such as the submission of nearly fifty innovation projects to the Qorus Innovation in Insurance Awards in 2026.
What unique or key transformation practices do you follow to ensure success?
Bradesco Seguros has built its transformation through consistent, long‑term practices designed to balance scale, governance, and continuous evolution. Rather than treating innovation as a silo, the company embedded it into its operating model through the Run the Business / Change the Business approach, enabling continuous transformation without disrupting operational excellence. What differentiates our model is the orchestration of people, strategy, and technology: agile, multidisciplinary teams are empowered by strong leadership sponsorship, while a facilitative Innovation team disseminates mindset, methods, and execution capabilities across the organization. Strategic alignment and accountability are ensured through bimonthly executive committees, where innovation initiatives are reviewed, prioritized, and governed at the highest level. An AI‑first, cloud‑enabled strategy, supported by a proprietary Generative AI platform and robust corporate AI governance, allows rapid experimentation with responsible scaling. Combined with OKRs and frequent performance check‑ins, this model turns innovation into disciplined, repeatable execution with measurable impact.
How has your workforce been engaged and transformed through this journey?
Bradesco Seguros transformed its workforce by building innovation capabilities at scale and positioning people as active agents of change. Innovation practices were decentralized and embedded into daily work through agile methods, design thinking, artificial intelligence adoption, and hands‑on experimentation across business, technology, and customer teams. This journey is underpinned by an innovation culture aligned with the Group’s new core attributes: Courage, Connection, Consistency, Coherence, and People Centricity - which guide behaviors, decision‑making, and collaboration across the organization. A key pillar of this transformation is the desBRAva program, which develops internal innovation influencers through structured learning in intrapreneurship, agile methodologies, AI, and project execution. Since 2024, the program has created a community of 115 innovation ambassadors, forming a strong internal network that accelerates cultural diffusion and practical application. Engagement is further amplified through large‑scale initiatives such as the Innovation Festival, Insurance & Innovation Talks, and Innovation Radar sessions, complemented by continuous exposure to startups, market forums, and global industry events, sustaining a workforce capable of translating innovation into tangible business impact.
What measurable outcomes demonstrate the success of your transformation?
Bradesco Seguros’ transformation has generated measurable outcomes across efficiency, innovation, customer impact, and ESG. In technology and operations, the Bridge Generative AI platform reduced the cycle from conception to production by up to ten times, enabling more than ten AI models in production and supporting thirteen strategic AI initiatives focused on productivity, sales planning, and customer and broker communication. Strategically, the Innovation Horizons approach mapped over seventy opportunity territories, resulting in nine executive‑sponsored initiatives, several already in MVP or production stages. Workforce impact is evidenced by the desBRAva program, which formed a network of 115 internal innovation influencers, accelerating cultural adoption and execution capability. ESG outcomes are embedded in the business through products such as Filantropia Premiável, which surpassed one million titles sold and generated over R$5 million in donations to healthcare institutions, and financial education initiatives that reached more than 8.2 million titles, promoting responsible saving and financial inclusion. Together, these results demonstrate end‑to‑end value creation - from strategy to social impact.
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