Armed with these new skills, the digital mentors then look at their original domains of work, whether internal back-office operations, processes for customer experience, new digital revenue products or others, for ways Copilot or Copilot agents can bring improvements.
“It’s not centralized by IT only,” Ramoveš says. “We take a different approach. AI should be used by everyone, not just by the chief digital officer saying you should use it, right? We really believe that these digital mentors are the key, because you enable not just one thing, but you enable the army of the people behind with the proper knowledge.”
That said, using Copilot and creating agents isn’t a free-for-all at Triglav, which is highly regulated. “We have proper governance, and yes, the employee can make and run their agent for themselves or their team, or they can deploy it to the whole enterprise,” Ramoveš says.
Triglav does not use Copilot with external partners, instead focusing on internal use cases and process support. One of the first internal chatbot initiatives was built around HR topics, especially onboarding.
The team prepared answers to a wide range of employee questions, helping new colleagues understand key processes, internal rules and everyday practicalities more quickly. “In insurance, there are many policies and procedures people need to follow,” Ramoveš says. “That makes onboarding a very relevant use case — not only to answer basic questions faster, but also to help employees navigate a highly regulated environment with more confidence.”
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