{"id":8235045,"date":"2010-10-02T01:12:51","date_gmt":"2010-10-02T01:12:51","guid":{"rendered":"https:\/\/www.aese.pt\/study-cases\/medis\/"},"modified":"2026-05-13T17:15:36","modified_gmt":"2026-05-13T17:15:36","slug":"medis","status":"publish","type":"study_case","link":"https:\/\/www.aese.pt\/en\/the-case-method\/case-studies\/medis\/","title":{"rendered":"M\u00c9DIS"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">The M\u00e9dis team is faced with an unexpected and profound structural change<\/p>\n\n<p class=\"wp-block-paragraph\">At the end of the third quarter of 2004, the M\u00e9dis team\u2014consisting of Francisco Henriques (General Manager), Pedro Gomes da Silva (Director of Communication and Retail), and Leonor Ferreira de Castro (Director of Medicine and Provider Network Support)\u2014along with the heads of the other Life and Non-Life branches, were called to the Millennium bcp building on Rua Augusta for an extraordinary meeting. The meeting was led by the Chairman of the Board of Directors of Millennium bcp and focused on what would become known as \u201cProject Madre-Deus.\u201d <\/p>\n\n<p class=\"wp-block-paragraph\">This project consisted of two distinct phases. The first phase\u2014the \u201cDeus\u201d phase\u2014involved the sale of the insurance companies Imp\u00e9rio Bonan\u00e7a (IB), Seguro Directo, Impergesto, and Servicomercial to the Caixa Geral de Dep\u00f3sitos Group (GCGD). The second phase\u2014the \u201cMadre\u201d phase\u2014consisted of establishing a joint venture between Millennium bcp and the Fortis Group, with the latter holding a majority stake (51%). Under this agreement, the new company (Millenniumbcp Fortis \u2013 Grupo Segurador) would be responsible for managing the insurance companies Ocidental, Ocidental Vida, and M\u00e9dis, as well as the pension fund management company Pens\u00f5esgere.   <\/p>\n\n<p class=\"wp-block-paragraph\">In light of this unexpected revelation, the M\u00e9dis team realized that with the sale of IB, M\u00e9dis would lose 40% of its client portfolio to GCGD, jeopardizing its market leadership position as well as the strategy previously outlined for the company&#8217;s future.<\/p>\n\n<p class=\"wp-block-paragraph\">Upon leaving the meeting, the tension was evident. While Francisco Henriques reflected on the need to rethink M\u00e9dis&#8217;s strategic positioning, his apprehensive team did not hesitate to confront him with the doubts they had regarding the future: <\/p>\n\n<p class=\"has-text-align-left wp-block-paragraph\">. \u201cHow will our provider network react to this drastic prospect of a decrease in the number of clients?\u201d asked Leonor Ferreira de Castro.<\/p>\n\n<p class=\"wp-block-paragraph\">. \u201cMore important than that will be the impact on the satisfaction levels of clients associated with IB and maintaining the high brand awareness of M\u00e9dis,\u201d noted Pedro Gomes da Silva, highlighting the core of his concerns.<\/p>\n\n<p class=\"wp-block-paragraph\">. \u201cYour observations are very pertinent,\u201d Francisco Henriques stated in a reassuring tone. \u201cAs a starting point, I will gather as much information as possible so that we can define an action plan. Let us not forget that there are still issues related to human capital, financial sustainability, and the optimization of processes and operations.\u201d<\/p>\n\n<p class=\"wp-block-paragraph\">Francisco Henriques realized the urgency of defining a new strategy for the future of M\u00e9dis that would accommodate the concerns of all stakeholders. But which one? <\/p>\n","protected":false},"excerpt":{"rendered":"<p>The M\u00e9dis team is faced with an unexpected and profound structural change At the end of the third quarter of 2004, the M\u00e9dis team\u2014consisting of Francisco Henriques (General Manager), Pedro Gomes da Silva (Director of Communication and Retail), and Leonor Ferreira de Castro (Director of Medicine and Provider Network Support)\u2014along with the heads of the&#8230;<\/p>\n","protected":false},"author":2,"featured_media":8235046,"template":"","study_case_category":[],"class_list":["post-8235045","study_case","type-study_case","status-publish","has-post-thumbnail","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/study_case\/8235045","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/study_case"}],"about":[{"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/types\/study_case"}],"author":[{"embeddable":true,"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/users\/2"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/media\/8235046"}],"wp:attachment":[{"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/media?parent=8235045"}],"wp:term":[{"taxonomy":"study_case_category","embeddable":true,"href":"https:\/\/www.aese.pt\/en\/wp-json\/wp\/v2\/study_case_category?post=8235045"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}