Sompo Seguros: goal deployment from corporate to individual

Sompo is an insurer of the Sompo Holdings Group, founded in Japan more than 130 years ago, with about 700 employees in Brazil. The company was going through a period of transformation when it decided to bring leadership’s strategy into the day-to-day management of the whole operation.

With Stratws, Siteware’s management software, Sompo built a corporate Strategy Map and rolled out goal deployment by area at a pace rarely seen for this kind of change: within three months, the company had 26 departmental BSCs running, with about 260 indicators tracked monthly.

Stratws gives us the support to achieve more transparency, operational excellence, timely monitoring of results and Business Plan assumptions, and organizational alignment.

What challenges did Sompo face in deploying strategy across areas?

Before Stratws, Sompo faced three recurring obstacles in turning planning into a corporate performance management routine:

• concentrated strategy, discussed by a handful of executives with little visibility beyond leadership;
• lack of cadence, with no continuous process to track goals, initiatives, and deliverables throughout the year;
• fragmented governance, with difficulty consolidating indicators, understanding month-to-month trends, and engaging managers from different areas around the same data.

How was the corporate BSC deployed in Stratws?

The change started with structuring the corporate Strategy Map, the BSC (Balanced Scorecard), inside Stratws. From there, Sompo rolled out goal deployment by area at an accelerated pace, reaching 26 departmental BSCs and about 260 indicators tracked monthly.

The platform became the single source of truth for strategic management, with reports showing the month’s result and the year’s cumulative figures in trend charts, which makes reading, diagnosing, and prioritizing easier.

Adoption followed a pragmatic path: clear objectives, indicators connected to the corporate map, and action plans tied to each critical indicator. Managers started accessing and discussing the same data, in the same language, in the same meetings, which reduced the natural resistance to “one more tool.”

More than measuring KPIs, we connected our major initiatives to BSC results. Stratws brought visibility, agility, and a governance that engages managers.

What results did Sompo get with Stratws?

With the deployment consolidated, Sompo started measuring the impact of the change in concrete numbers:

The central gain, according to Sompo itself, was transparency: everyone started seeing how goals were behaving, understanding what to do, and tracking the effect of course corrections. Stratws also influenced the company’s corporate governance practices, with strategic planning and indicators available in real time for the executive board to track initiatives.

We can consider Stratws the key tool in managing the company's initiatives across areas.

Variable compensation connected to the corporate BSC

BSC deployment also changed the logic behind variable compensation at Sompo. Before, corporate goals derived from the BSC and individual or team goals lived in separate worlds.

With Stratws’ Variable Compensation module, employees and managers started seeing, in the same environment, the company’s results, personal goal progress, and the bonus projection for the year. That increases clarity, a sense of fairness, and reduces friction at cycle close.

This kind of integration touches a gap that shows up repeatedly in the Brazilian market. Siteware’s 2026 National Variable Compensation Outlookopens in a new tab, a survey of 338 companies, shows that 60.1% of HR professionals see variable compensation as connected to company purpose, versus only 34.9% of analysts.

That’s a sign this connection, when it exists, doesn’t always reach the people closest to operations clearly.

According to Sompo, the tool remains an ally in rolling out its integrated strategic management model, in a use that keeps growing as it becomes part of each area’s routine for tracking results and initiatives.

Sompo’s experience shows what changes when strategic planning stops being restricted to leadership and gets deployed, with clear goals, a tracking cadence, and action plans connected to every critical indicator.