内容来源：https://news.microsoft.com/source/emea/features/zavarovalnica-triglav-copilot-adoption-insurance/

内容总结：

百年险企借力AI焕新：斯洛文尼亚Triglav集团全员推广Copilot实现数字化转型

在高度受监管的保险行业，拥有超过125年历史的斯洛文尼亚Triglav集团（Zavarovalnica Triglav）正通过微软Copilot工具，成为人工智能应用的先行者与热情拥抱者。这家总部位于卢布尔雅那的多元化保险金融集团，在亚得里亚海地区七个市场及国际市场开展业务，拥有超过5000名员工。

据集团首席数字官克莱门·拉莫韦什介绍，Triglav自Copilot推出之初便开始大规模应用。起初员工对新技术持观望态度，但集团通过组建“数字导师”团队，成功打消了顾虑。这些导师不仅掌握高级工具使用技能，还引导员工将AI带来的效率提升用于减少枯燥重复工作，转而聚焦更高价值的、需要人性化判断的任务，同时保持团队规模不变。

数字化转型将集团分散的业务整合在一起，同时赋予各部门战略合作伙伴的角色。40名“数字导师”专注于Copilot及其代理功能的推广，他们优先获得IT部门的支持与知识，再将这些技能反哺到各自领域——无论是后台运营、客户体验流程还是数字产品创新。

在严格监管环境下，Triglav对Copilot的使用并非无序放任。员工可以为个人、团队或全企业创建并运行AI代理，但需遵循完善治理规则。目前集团聚焦内部应用，未与外部合作伙伴共享。首个内部聊天机器人项目围绕人力资源主题展开，尤其在员工入职环节发挥作用：系统预置了广泛问题的答案，帮助新同事更快理解关键流程、内部规则及日常实务。拉莫韦什指出，保险行业政策繁多，这一应用不仅加快基础问答速度，更能帮助员工在高监管环境中更自信地应对工作。

作为多面手的Copilot已在多个环节产生实效：法律团队处理客户投诉时，起草文件时间从几小时缩短至5-10分钟；还能批量归纳理赔文件并提供行动要点。视频会议结束后，Copilot可即时生成会议纪要与待办任务，推动更多事项落地执行。

拉莫韦什认为，Triglav对Copilot的深度部署并非依靠单一革命性代理，而是像涨潮一般推动所有业务共同提升。这既是数字化转型，更是文化变革。他强调：“我们依然相信人才是关键。‘Copilot’（副驾驶）不是‘pilot’（驾驶员），我们需要更多优秀的‘驾驶员’在岗。”

中文翻译：

对于一家身处高度监管行业、拥有超过125年历史的企业而言，特里格拉夫集团的母公司Zavarovalnica Triglav通过Copilot，已成为人工智能技术早期且热忱的采纳者。这家总部位于斯洛文尼亚卢布尔雅那的多元化保险与金融集团，其首席数字官克莱门·拉莫韦什表示，自该AI工具推出之初，公司就一直“大量使用Copilot”。特里格拉夫集团在欧洲亚得里亚海地区的七个市场开展业务，并通过与保险经纪、代理及再保险公司合作，拓展至更广泛的国际环境。起初，公司超过5000名员工对Copilot持谨慎态度。然而，借助一支“数字导师”团队，并通过利用由此带来的生产力提升来减少枯燥重复的工作，转而让相同团队专注于需要人性化处理的高价值任务，特里格拉夫成功赢得了员工对Microsoft 365 Copilot的认可。数字化转型将公司原本分散的业务板块整合在一起，同时赋能它们成为战略合作伙伴。

“我们推行了平民开发，尝试教会人们高级工具的使用方法，比如Power BI、RPA和Power Apps，”拉莫韦什说道。特里格拉夫拥有40名专注于Copilot及Copilot代理的“数字导师”。“如果与公司规模相比，这个数字相当庞大。他们能第一时间获取来自我们IT支持部门的关于如何在不同成熟度层级使用Copilot的信息和知识，”他表示。

数字导师：Copilot采纳的关键

掌握了这些新技能后，数字导师们会审视自己原本的工作领域——无论是内部后台运营、客户体验流程、新的数字收入产品还是其他——寻找Copilot或Copilot代理能够带来改进之处。“这并非仅由IT部门集中主导，”拉莫韦什说，“我们采取了不同的方法。AI应该被每个人使用，而不只是首席数字官说你们应该用它，对吧？我们坚信这些数字导师是关键，因为你不仅激活了一件事，而是培养了一支拥有正确知识的大军。”

话虽如此，在高度监管的特里格拉夫，使用Copilot和创建代理并非毫无限制。“我们有完善的治理机制。没错，员工可以为自己或团队创建并运行代理，也可以将其部署到整个企业，”拉莫韦什说。特里格拉夫未将Copilot用于外部合作伙伴，而是专注于内部使用案例和流程支持。首批内部聊天机器人项目之一就是围绕人力资源主题构建的，尤其是入职环节。

团队准备了针对各种员工问题的答案，帮助新同事更快地理解关键流程、内部规则及日常实务。“在保险业，有许多需要遵守的政策和程序，”拉莫韦什说，“这使得入职成了一个非常相关的应用场景——不仅能更快地回答基本问题，还能帮助员工更有信心地驾驭高度监管的环境。”

Copilot：多功能工具

然而，拉莫韦什表示，内部流程是Copilot及其代理发挥改进作用的沃土，并举例如下。根据特里格拉夫的内部调查和基准测试，当客户提出投诉时，Copilot能加速法律团队草稿的准备，在大多数情况下，将时间从几小时缩短到5到10分钟。它还能汇总成批的理赔文件并提供行动要点。特里格拉夫的数字导师已找到在整个公司范围内使用Copilot的方法。

“在Teams通话结束后，我会立即在Copilot中使用转录文本和任务。我相信，因为以前没有做会议纪要的文化，现在很多事情因此得以完成，”拉莫韦什说。但他指出，如今当人们在Teams会议中表示会做某事时，他们确实会跟进执行。特里格拉夫并非开发一个能彻底改变公司的单一Copilot代理，其对Copilot的密集部署更像一股涨潮，托起构成其业务的每一艘船。拉莫韦什表示，这既是文化转型，也是数字转型，这为特里格拉夫在AI持续演进的过程中取得成功奠定了基础。

“我们仍然相信，人才是关键，”他说道，“它叫‘Copilot（副驾驶）’——而不是‘pilot（飞行员）’，所以我们身边需要有很多‘飞行员’。”

英文来源：

For a 125-plus-year-old company in a highly regulated industry, Zavarovalnica Triglav, the Triglav Group’s parent company, has been an early and enthusiastic adopter of AI, through Copilot.
The diversified insurance and financial group, based in Ljubljana, Slovenia, has been using Copilot “heavily since the beginning” of the AI tool, says Klemen Ramoveš, chief digital officer, at Triglav.
Triglav operates in seven markets in the Adriatic region of Europe as well as in the wider international environment through partnerships with insurance brokerage, agency and reinsurance companies. At first the company’s over 5,000 employees were wary. However, Triglav won them over to Microsoft 365 Copilot thanks to a team of “digital mentors” and by using the resulting productivity gains to reduce boring, repetitive work in favor of higher-value tasks that require a human touch — while keeping the same teams.
The digital transformation brought together the company’s fragmented businesses while also empowering them to act as strategic partners.
“We had citizen development, trying to teach the people advanced usage of the tools like Power BI, RPA, Power Apps,” Ramoveš says. Triglav has 40 “digital mentors” who focus on Copilot and Copilot agents. “If you compare it with the size of the company, it’s quite huge. They have first access to the information and knowledge from our IT support regarding how to use Copilot on different levels of maturities,” he says.
Digital mentors as key to Copilot adoption
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.”
Copilot as a multipurpose tool
However, internal processes are a fertile field for Copilot and its agents to make improvements, Ramoveš says, listing examples.
Copilot speeds up preparation of drafts for the legal team when a customer makes a complaint, cutting the time from a few hours to five to 10 minutes in most cases, according to Triglav’s internal surveys and benchmarks. It summarizes batches of claims documents and provides action points. Triglav’s digital mentors have found ways to use Copilot throughout the company.
“I will use the transcript and the task in Copilot right after Teams calls, and I believe that a lot more things get done because we didn’t have a culture of the minutes before,” Ramoveš says. But now, he notes, when people say in a Teams meeting that they will do something, they follow through.
Rather than developing a single Copilot agent that revolutionizes the company, Triglav’s intensive deployment of Copilot is more akin to a rising tide that lifts all the boats that make up its business. It’s as much a cultural transformation as a digital one, which sets Triglav up for success as AI continues to evolve, Ramoveš says.
“We still believe that people are the key,” he says. “It’s ‘Copilot’— it’s not a pilot, so we need to have a lot of pilots on board.”