Orchestrate and navigate complexity to accelerate transformation.
How technology governance connected strategy, investment and execution to accelerate Dasa's digital transformation, with more than 100 squads working in an integrated way.
At a moment of transforming its businesses and setting a new thesis in healthcare, Dasa needed to ensure digital transformation with speed and efficiency.
As Director of Strategy and Technology Governance, Bruno Maciel led the governance of more than 100 squads, connecting business priorities, technology decisions and agility mechanisms to maximize results and optimize investments.
↦ The context
A group that grew at the pace of acquisitions.
In 2018, Dasa launched its digital transformation program to deliver a better experience and capture the potential of a base of more than 20 million users, across more than 40 brands of diagnostic medicine throughout the country.
But for a group that established itself through the speed of acquisitions, the challenges were not few. Integrating data with quality and privacy, and developing digital solutions compatible with diverse service systems, increased the complexity of a diverse ecosystem growing at an accelerated pace.
↦ The apparent problem
At first glance, it looked like a delivery capacity problem.
Increasing investment and giving each business teams capable of building digital solutions seemed like the right path to accelerate. But with more teams and more critical interfaces, a new need emerged: to orchestrate and coordinate the movement with prioritization and integration intelligence, to maximize investments and gain efficiency.
↦ The real cause
The problem was no longer an investment constraint. It was the absence of governance capable of connecting strategy, investment, execution and accountability.
↦ What was built
More than rituals and processes: strategy and execution connected.
The work integrated products, technology, business and finance, aligning strategy to the building of digital solutions, with investment optimization and transparency in decisions.
Priority connected to the business
- Alignment to business strategy, with the digital platform as the main channel of offering.
- Investment prioritization tied to business priorities and the greatest future return.
- Short to long-term vision, with clarity on the now and on the essential capabilities for the future.
Clear and transparent decisions
- Forums and rituals redesigned, with more integration across areas and transparency in decisions.
- Data-based prioritization criteria, extended to all businesses.
- Portfolio management integrated with strategy, with Lean Portfolio Management.
- Product performance indicators and squad productivity metrics standardized.
Pace and integration
- Systematic tracking of squads, tribes and digital journeys, with agile decision-making.
- Evolution of dependency, risk and results management, for more efficiency and productivity.
↦ The Builder's role
From Business Review to Beer Review.
As Director of Strategy and Technology Governance, Bruno Maciel led the agility team and orchestrated the governance rituals, from business reviews to achievement celebrations. He brought alignment, efficiency and recognition, alongside products and strategy, to sustain Dasa's digital transformation journey.
↦ Results and evidence
Less friction, more value.
- →Timelines for relevant deliveries reduced for the business areas.
- →Greater perceived value by customers, and more alignment between business, products and technology.
- →Faster, better-grounded decisions, with an integrated view of the portfolio.
- →More transparency on investments, risks and results.
↦ The capability that remained
A permanent capability, not just a model.
The main legacy was not the governance model implemented. It was a permanent capability to decide, prioritize, track and transform, embedded in the organization's routine and in constant evolution, strengthening the essence of the model.
↦ The outcome
Governance is no longer control. Well designed, it is clarity to decide, confidence to invest and speed to transform.
An experience of Bruno Maciel, RVR1 Builder, as Director of Strategy and Technology Governance at Dasa (2018 to 2023), before RVR1 was created.
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