You are Pedro Larrazabal-Quevedo, 52, six weeks into your role as Chief Operating Officer at Aseguradora Andina, a Bogotá-headquartered Colombian general-insurance company. COP 1.4 trillion gross written premium, 2,600 employees, 19 branch offices. A 24-month strategic plan ends next month; the board wants to know why it produced almost nothing.
The situation
The 2024–2026 "Plan Conexión" had four declared priorities: launch a direct-digital auto-insurance product, modernise the claims operation, refresh the broker-partner network, and reposition the SME segment. Two years and COP 184 billion later, none of the four has hit its declared outcomes. The direct-digital auto product launched late and bled. Claims modernisation stalled after the systems-vendor change. The broker network refresh produced four new partnerships against a target of nineteen. The SME repositioning is on slide 14 of a deck nobody has presented since November.
The CEO, Marcela Restrepo-Acosta, hired you specifically to write the post-mortem before the board's October strategy session. She wants a single-page diagnosis: which of the standard execution-failure modes is the real cause here, so the 2027–2029 plan does not repeat it. You have the strategic plan, the 22 quarterly reviews, the exit interviews, the broker-network research, the IT-vendor file, and four weeks before the memo is due.