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Mutual insurance and social protection

Steer your strategic plan, your projects and their resources, from teams up to the board.

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Projets du plan stratégique

28

plan 2026-2030, 5 axes

En retard

4

dont le rapprochement en cours

Budget engagé

41 %

5,3 M€ sur 12,9 M€

Axes du plan stratégique

3 décisions pour le conseil
  • Maîtriser les frais de gestion 46 %
  • Réussir un rapprochement 32 %
  • Développer la prévention 58 %
  • Moderniser le système d’information 40 %

Charge des équipes

2 surcharges
  • Chef de projet rapprochement 112 %
  • Responsable de la conformité 104 %
  • Directeur informatique 88 %
  • Responsable prévention 61 %

Who it's for

Who Eidō is for

OrganizationWhat they steer with Eidō
Mutuals The strategic plan, its projects and their resources, tracked all the way up to the board.
Mutual groups and unions Objectives shared with each mutual, with progress rolling up to the group.
Social protection groups Transformation programs and decisions of the joint governance bodies.
Mutuals in consolidation The consolidation, step by step, with its owners and deadlines.

Context

The strategic plan, consolidations, regulatory requirements and tool modernization keep tapping the same teams, while the tax on contributions rises. The result: projects that overlap, rising management costs and team overload. With Eidō, each person's workload and each project's cost are known before it launches.

A week with Eidō

Inside a mutual

Axes du plan stratégique1 en retard
  • Maîtriser les frais de gestion46 %
  • Réussir un rapprochementvote des assemblées générales en retard32 %
  • Développer la prévention58 %
  • Moderniser le système d’information40 %
Responsable de la conformitésurcharge en novembre
76 % sept.
91 % oct.
104 % nov.
70 % déc.

3 projets portés : résilience numérique, rapprochement, nouvel outil de gestion

Décisionsconseil d’administration du 12 décembre
  • Choisir le nouvel outil de gestion des contratsInstruite
  • Fixer l’évolution des cotisations 2027Instruite
  • Ouvrir deux agences en partenariatEn instruction
  • Lancer le programme de préventionArbitrée
Objectif du groupe : 40 000 adhérents en prévention23 400
  • Mutuelle membre, Bretagne9 200 / 15 000
  • Mutuelle membre, Occitanie7 600 / 12 000
  • Mutuelle membre, Grand Est4 100 / 8 000
  • Mutuelle membre, Normandie2 500 / 5 000

Chaque mutuelle avance dans son propre Eidō ; l’avancement remonte au groupe.

  1. Monday, 9 AM

    The CEO opens Eidō before the executive committee. The consolidation is behind: he sees which step, and who owns it.

    Axes du plan stratégique1 en retard
    • Maîtriser les frais de gestion46 %
    • Réussir un rapprochementvote des assemblées générales en retard32 %
    • Développer la prévention58 %
    • Moderniser le système d’information40 %
  2. WednesdayAvancée

    The compliance lead is carrying three projects at once and will be overloaded in November. Her workload surfaces in Eidō, and a milestone can be moved before November.

    Responsable de la conformitésurcharge en novembre
    76 % sept.
    91 % oct.
    104 % nov.
    70 % déc.

    3 projets portés : résilience numérique, rapprochement, nouvel outil de gestion

  3. Thursday

    The committee prepares the decisions for the next board meeting. Each one is instructed, with its evidence and its options.

    Décisionsconseil d’administration du 12 décembre
    • Choisir le nouvel outil de gestion des contratsInstruite
    • Fixer l’évolution des cotisations 2027Instruite
    • Ouvrir deux agences en partenariatEn instruction
    • Lancer le programme de préventionArbitrée
  4. End of month

    The group reviews each mutual's progress on the shared objective, with no rekeying.

    Objectif du groupe : 40 000 adhérents en prévention23 400
    • Mutuelle membre, Bretagne9 200 / 15 000
    • Mutuelle membre, Occitanie7 600 / 12 000
    • Mutuelle membre, Grand Est4 100 / 8 000
    • Mutuelle membre, Normandie2 500 / 5 000

    Chaque mutuelle avance dans son propre Eidō ; l’avancement remonte au groupe.

Before and after

What changes

Strategic plan TodayThe plan is presented to elected officials, then tracked in documents and spreadsheets updated before each board. With EidōEach pillar cascades into projects and actions, with progress updated by the teams.
Transformation projects TodayMajor projects are tracked in committees, and their delays surface late. With EidōEach project has its steps, deadlines and owners, and a delay surfaces the moment a deadline passes.
Teams TodayThe same experts carry multiple projects, and their workload is tracked nowhere. With EidōEach person's workload shows month by month, with overloads flagged ahead of time.
Group and unions TodayEach mutual reports to the group in its own way, and the group consolidates by hand. With EidōThe group shares its objectives with each mutual and tracks the progress rolling up.
Budget TodayProject cost is not isolated in the management cost accounts. With EidōEach project's budget ties to its strategic pillar: allocated, committed and actual.
Elected officials and governance TodayThe board receives rebuilt presentations and poorly tracks the effect of its decisions. With EidōDecisions are instructed and then arbitrated, and the board tracks their effects.
See Eidō in action

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  1. 01You tell us about your context.
  2. 02We prepare the demo on your use cases.
  3. 0330 minutes together, and you leave with a costed estimate.

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