Banking transformation in action: Bradesco
Brradesco in Brazil presented the incredible transformation work they have accomplished.
As part of the Qorus-Infosys Finacle Banking Innovation Awards 2026, we selected a few of the banks whose projects impressed us the most. Among them, Bradesco in Brazil presented the incredible transformation work they have accomplished.
What transformation strategy has your organization led in recent years?
In 2024, Bradesco launched the Change Movement, an integrated strategy to reposition the bank toward a more agile, digital, and people-centric future. The vision combines efficiency and innovation, linking the evolution of the business model to an operational redesign through Agile@Scale and disruptive technologies such as Generative AI. This transformation modernized the IT infrastructure, with investments increasing by 22%. Over two years, the program expanded productive capacity by 77%, accelerated cloud migration, and reduced lead time by 43%.
In addition, it reshaped the customer experience, expanding the Bradesco Principal high-net-worth segment to 62 offices and 325,000 users with personalized journeys. Culturally, the movement fostered a coordinated and collaborative shift, engaging and recognizing more than 800 employees in new ways of working. By December 2025, the delivery of 518 consolidated initiatives demonstrated that the synergy between technology, workforce, and redesigned processes can generate sustainable value, adaptive agility, and maximum efficiency at global scale.
What prompted this strategic transformation?
The transformation was driven by the need to regain competitiveness and accelerate sustainable growth in a context marked by high interest rates, pressure on credit, the rise of fintechs, and the rapid digitalization of customers. Internally, the bank faced important structural challenges, including organizational complexity, dependence on third-party technology providers, and the need to modernize its infrastructure and processes. There was also an urgent need to integrate the “run the bank” and “change the bank” agendas more seamlessly, reducing silos and accelerating value delivery.
What have been the most significant changes implemented, and how were they led?
The most significant changes were led across three integrated fronts. First, we redesigned the operating model through the adoption of Agile@Scale, structuring the bank into multidisciplinary tribes with end-to-end responsibility for both run and change activities. This model integrates business and technology, reduces silos, and accelerates decision-making. It has already delivered significant gains, including a reduction of more than 75% in delivery time in pioneering cases.
Second, we began to treat AI as a core business infrastructure. The corporate platform BRIDGE (Bradesco Generative Artificial Intelligence), combined with the evolution toward copilots and multi-agent systems, enables any business area to create and scale AI solutions without having to rebuild infrastructure for each project.
Finally, we promoted a deep cultural transformation, with greater autonomy, collaboration, and accountability. Leadership drove this agenda with strong executive sponsorship, structural redesign, talent attraction, and continuous investment in technology, ensuring execution discipline and consistency throughout the transformation.
What unique or key transformation practices do you follow to ensure success?
We operate with agile development at scale, supported by an operating model and agility platform that reduced lead time by 43%. Our cloud-first and multi-cloud evolution strengthens resilience and flexibility: more than 50% of transactions and 15 business fronts are already running in the cloud.
This modernization has also accelerated customer delivery: app updates that previously took 45 days are now completed in less than 24 hours; average release time decreased by 80%; 95% of internal requests are now resolved on the same day; and this increased agility contributed to a 55% increase in conversion.
In parallel, we adopted our own responsible AI framework, with governance and compliance by design through the BRIDGE platform. We implemented generative versions of BIA, Bradesco’s AI: BIA for Customers, BIA Corporate, and BIA Tech, increasing service efficiency, personalizing the customer experience, and boosting the productivity of internal teams.
How has your workforce been engaged and transformed through this journey?
We consolidated the SOU Bradesco cultural movement, which connects behaviors and mindsets to the future we aim to build. It is based on six pillars that align behavior, strategy, collaboration, customer centricity, autonomy, and data-driven management.
To engage the entire organization, we promoted open dialogues between employees and senior leadership, recognition rituals, an internal network of influencers, and gamification mechanisms that reinforce strategic priorities.
In capability building, we offered more than 3,360 asynchronous learning solutions and 1,860 synchronous courses. In 2025, 91.42% of our workforce completed at least three learning tracks. We also expanded literacy in emerging technologies: more than 16,000 employees participated in training programs and immersive experiences in AI, quantum computing, tokenized economy, and new digital architectures.
We complemented this journey with hybrid work, flexibility, and structured well-being initiatives, strengthening a culture of sustainable high performance, continuous innovation, and leadership prepared to transform the bank at scale.
What measurable outcomes demonstrate the success of your transformation?
In 1Q26, we reached approximately 28 million fully digital retail customers (+47%). We acquired more than 500,000 customers in high-income segments and expanded Generative AI across higher-value journeys, such as Chat BIA GenAI for the Prime segment, which achieved a 94% resolution rate. In credit, we launched a vehicle financing platform and automated the end-to-end journey for private payroll loans.
BRIDGE now has more than 700 internal use cases, delivering over 30% productivity gains in squads and reducing the cycle from ideation to go-live by up to 10 times. Pix Inteligente, our instant payment solution on WhatsApp, recorded 127,000 accesses and BRL 6.3 million in transaction volume, with a 77% conversion rate.
In technology, our GenAI assistant for software development reduced test code volume by 30% to 40%, shortened legacy system documentation to less than one day, compared with around one week previously, and reduced mainframe-to-microservices migration from one month to just one week.
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