在组织内构建 AI 能力
作为荷兰最大的合作保险公司之一，Univé（在新窗口中打开） 为保险、抵押贷款、金融服务和风险预防领域的数百万会员提供服务。其使命始终是帮助人们防患于未然——随着 AI 开始重塑知识工作，该组织看到了重新思考员工如何更好地履行这一使命的机会。
Univé 并未将 AI 视为又一次技术部署，而是将其视为一次重大的组织转型。目标不仅仅是引入新工具，而是在全体员工中构建 AI 能力，使每位员工都能安全、负责任且有效地使用 AI。OpenAI 成为该战略的关键组成部分，ChatGPT Enterprise 提供了一个安全平台，员工可以在 Univé 的治理框架内快速采用。
领导力指明方向
Univé 的转型始于领导层。
公司并未将 AI 视为 IT 项目，而是让整个管理团队共同参加专门的 AI 领导力研讨会。
这些研讨会并非侧重于产品演示，而是挑战领导者重新思考工作本身将如何变化，以及他们在推动这一转型中应扮演什么角色。管理者不再只是审批 AI 项目，而是为团队中的负责任创新创造条件。
“大多数组织试图通过构建更多解决方案来扩展 AI。我们选择通过培养更多构建者来扩展 AI。”
——Yous van Halder，Univé 数据与 AI 总监
治理建立信任
Univé 也认识到，只有员工信任所使用的平台，大规模采用才会发生。治理并非在部署之后才添加——而是从第一天起就设计在推广过程中。
企业身份验证、连接器权限继承、隐私评估、治理流程、安全审查、负责任 AI 原则、持续监控以及明确的人员问责制，共同建立了员工所需的信任，使他们能够负责任地进行实验。权限始终遵循底层企业系统，以防止 AI 获得超出员工已有授权范围的数据访问权限。
通过尽早建立强有力的护栏，Univé 得以在安全、隐私和问责制的明确保障下鼓励实验。治理成为创新的加速器，而非障碍。
员工创造动力
在领导层提供方向、治理提供信任的基础上，员工成为采用 AI 的驱动力。
Univé 并未要求每个新想法都提供详细的商业案例，而是赋予员工权限、结构和专门时间，让他们重新思考自己的工作。在整个组织中，员工每周合计花费数百小时使用 ChatGPT Enterprise 重新设计工作、构建自定义 GPT、试验 Workspace Agents，并与同事分享成功经验。
如今，ChatGPT Enterprise 几乎支持所有业务职能的知识工作——从理赔和核保到财务、人力资源、法务、IT、客户服务和管理。目前已创建约 1,500 个自定义 GPT 来解决内部挑战，这反映了一种文化：员工越来越多地自行改进组织，而不是等待集中式开发项目。
“我们的竞争优势不在于我们使用了 AI，而在于数千名员工每周都在学习如何重塑自己的工作。”
——Yous van Halder，Univé 数据与 AI 总监
Univé 当前的 AI 应用
AI 实际应用中最清晰的例子之一是宠物保险理赔。Workspace Agent 可以整理理赔档案、审查兽医发票、核对保单条款、识别缺失信息、标记异常情况，并在理赔处理员开始评估之前准备一份可追溯的建议。
以往需要数小时准备的案头工作，如今可以在几分钟内完成决策准备。理赔专业人员不再花费时间收集、阅读和整理证据，而是从准备充分的案件入手，专注于运用自身专业知识。重要的是，经过培训的理赔专业人员对每项最终决定承担全部责任。AI 负责准备工作；人负责做出决策。
核保是另一个高价值应用场景。在核保员开始一天工作之前，Workspace Agent 会审查待处理的工作队列，整合来自已批准企业来源的信息，识别缺失文件，标记风险指标，并突出显示需要优先处理的案件。
当核保员登录时，工作队列已经结构化。每个案件都包含相关背景、建议背后的证据，以及需要专业判断的具体领域。核保员无需花费宝贵时间搜索信息和整理档案，而是可以专注于做出更好、更快的决策。
正在探索的举措
虽然当前的用例主要侧重于在个人任务中为员工提供支持，但 Univé 正在通过 Workspace Agents 积极探索企业 AI 的下一阶段。
这些代理式工作流旨在主动准备跨已批准企业系统的重复性工作——整合信息、呈现相关背景，并在员工开始一天工作之前创建基于证据的起点。随着这些能力的不断发展，每个新应用都将继续在公司治理框架内进行评估，以确保安全性、问责制和负责任 AI 始终是采用的核心。
成果概览
- 97%的ChatGPT企业版许可证已激活，显示出整个组织的广泛采用。
- 85%的持证用户每周活跃，反映出员工队伍的持续参与度。
- 每位活跃用户平均每周提交40条提示，表明AI已成为日常工作的组成部分。
- 员工已创建约1,500个针对内部工作流程定制的GPT。
- 宠物保险理赔原本需要数小时准备，现在可在几分钟内完成决策准备，而理赔专业人员仍对每项最终决策承担全部责任。
- AI的采用现已覆盖组织中几乎所有基于知识的职能。
- 承保人每天从准备好的工作队列开始，从而减少信息收集时间，更多时间用于做出高质量决策。
- 员工越来越多地自行解决运营挑战，而非依赖冗长的软件项目或稀缺的专家资源。
- 内部讨论已从“我们是否应该使用AI？”转向“我们接下来应该构建什么？”
领导力经验
- 将AI视为组织能力，而非又一次IT实施。
- 将治理视为加速器，而非守门人。强有力的护栏使创新能够负责任地扩展。
- 像投资技术一样投资领导者。领导力为转型创造条件。
- 给予员工许可、时间和结构，以重新设计自己的工作。
提示
- 从第一天起就将治理设计到推广中，使员工有信心负责任地尝试。
- 给员工时间进行实验，而不仅仅是提供技术访问权限。
- 以持续采用和员工能力来衡量成功，而非仅仅看生产力。
未来展望
Univé相信，今天的提示将演变为代理式工作流程，AI将主动准备重复性工作，在经批准的企业系统间协作，并在全天持续支持员工。
该组织的目标不仅是更广泛的AI采用，而是建立一种新的运营模式，使AI成为工作完成方式中不可或缺的一部分。通过使员工能够负责任地使用和构建AI，Univé旨在提升其服务的质量和可及性，为会员创造更多价值，改善预防措施，并让专业人员有更多空间在人类判断和个人关注最为重要的领域发挥其专业知识。任何竞争优势都将源于实现这一合作宗旨。
“AI不会取代你的员工。但学会用AI构建的员工将重新定义你组织的能力。”
——Yous van Halder，Univé数据与AI总监
Building AI capability across the organization
As one of the Netherlands’ largest cooperative insurers, Univé(opens in a new window) serves millions of members across insurance, mortgages, financial services, and risk prevention. Its mission has always been to help people prevent problems before they happen—and as AI began reshaping knowledge work, the organization saw an opportunity to rethink how employees could better deliver on that mission.
Rather than approaching AI as another technology deployment, Univé viewed it as a major organizational transformation. The objective wasn’t simply to introduce new tools, but to build AI capability across the workforce so every employee could use AI safely, responsibly, and effectively. OpenAI became a key part of that strategy, with ChatGPT Enterprise providing a secure platform that employees could adopt quickly within Univé’s governance framework.
Leadership creates direction
Univé’s transformation began with leadership.
Instead of treating AI as an IT initiative, the company brought its entire management community together for dedicated AI leadership sessions.
Rather than focusing on product demonstrations, these sessions challenged leaders to rethink how work itself would change and what role they would play in enabling that transformation. Managers moved beyond approving AI initiatives to creating the conditions for responsible innovation across their teams.
“Most organisations try to scale AI by building more solutions. We chose to scale AI by creating more builders.”
—Yous van Halder, Director Data & AI, Univé
Governance creates confidence
Univé also recognized that adoption at scale would only happen if employees trusted the platform they were using. Governance wasn’t something added after deployment—it was designed into the rollout from day one.
Enterprise authentication, connector permission inheritance, privacy assessments, governance processes, security reviews, responsible AI principles, continuous monitoring, and clear human accountability created the confidence employees needed to experiment responsibly. Permissions always follow the underlying enterprise systems, to prevent AI from getting access beyond what employees are already authorised to see.
By establishing strong guardrails early, Univé was able to encourage experimentation with explicit safeguards for security, privacy, and accountability. Governance became an accelerator for innovation, not a barrier to it.
Employees create momentum
With leadership providing direction and governance providing confidence, employees became the driving force behind adoption.
Rather than requiring detailed business cases for every new idea, Univé gave employees permission, structure, and dedicated time to rethink their own work. Across the organization, employees collectively spend hundreds of hours every week redesigning work with ChatGPT Enterprise, building custom GPTs, experimenting with Workspace Agents, and sharing successful approaches with colleagues.
Today, ChatGPT Enterprise supports knowledge work across virtually every business function—from claims and underwriting to finance, HR, legal, IT, customer service, and management. Approximately 1,500 custom GPTs have been created to solve internal challenges, reflecting a culture where employees increasingly improve the organization themselves instead of waiting for centralized development projects.
“Our competitive advantage is not that we use AI. It is that thousands of employees are learning how to reinvent their own work every single week.”
—Yous van Halder, Director Data & AI, Univé
AI at Univé today
One of the clearest examples of AI in action is pet insurance claims. A Workspace Agent can assemble the claim file, review veterinary invoices, check policy conditions, identify missing information, highlight anomalies, and prepare a traceable recommendation before the claims handler begins their assessment.
Work that previously took hours to prepare can now be ready for decision in minutes. Rather than spending time gathering, reading, and structuring evidence, claims professionals begin with a well-prepared case and can focus on applying their expertise. Importantly, the trained claims professional remains fully accountable for every final decision. AI prepares the work; people make the decision.
Underwriting is another high-value application. Before an underwriter starts the day, a Workspace Agent reviews the incoming work queue, combines information from approved enterprise sources, identifies missing documentation, flags risk indicators, and highlights cases requiring priority attention.
When the underwriter logs in, the work queue is already structured. Each case includes the relevant context, the evidence behind recommendations, and the specific areas where professional judgement is needed. Instead of spending valuable time searching for information and assembling files, underwriters can focus on making better, faster decisions.
Initiatives being explored
While today’s use cases focus primarily on supporting employees during individual tasks, Univé is actively exploring the next phase of enterprise AI through Workspace Agents.
These agentic workflows are designed to proactively prepare recurring work across approved enterprise systems—bringing together information, surfacing relevant context, and creating evidence-based starting points before employees begin their day. As these capabilities evolve, every new application continues to be evaluated within the company’s governance framework to ensure security, accountability, and responsible AI remain central to adoption.
Results at a glance
- 97% of ChatGPT Enterprise licences activated, demonstrating broad adoption across the organisation.
- 85% of licensed users are active every week, reflecting sustained engagement across the workforce.
- Employees average 40 prompts per active user each week, showing AI has become part of everyday work.
- Employees have created approximately 1,500 custom GPTs tailored to internal workflows.
- Pet insurance claims that previously took hours to prepare can now be ready for decision in minutes, while claims professionals retain full accountability for every final decision.
- AI adoption now spans virtually every knowledge-based function across the organization.
- Underwriters begin their day with prepared work queues, allowing them to spend less time gathering information and more time making high-quality decisions.
- Employees increasingly solve operational challenges themselves instead of relying on lengthy software projects or scarce specialist resources.
- Internal conversations have shifted from “Should we use AI?” to “What should we build next?”
Leadership lessons
- Treat AI as an organizational capability—not another IT implementation.
- Treat governance as an accelerator, not a gatekeeper. Strong guardrails allow innovation to scale responsibly.
- Invest in leaders as much as technology. Leadership creates the conditions for transformation.
- Give employees permission, time, and structure to redesign their own work.
Tips
- Design governance into the rollout from day one to give employees the confidence to experiment responsibly.
- Give employees time to experiment, not just access to the technology.
- Measure success by sustained adoption and employee capability—not simply productivity.
What’s next
Univé believes today’s prompting will evolve into agentic workflows, where AI proactively prepares recurring work, collaborates across approved enterprise systems, and continuously supports employees throughout the day.
The organization’s ambition is not simply broader AI adoption, but a new operating model in which AI becomes an integral part of how work gets done. By enabling employees to use and build with AI responsibly, Univé aims to strengthen the quality and accessibility of its services, create more value for its members, improve prevention and give professionals more space to apply their expertise where human judgement and personal attention matter most. Any competitive advantage will follow from delivering on that cooperative purpose.
“AI will not replace your employees. But employees who learn to build with AI will redefine what your organisation is capable of.”
—Yous van Halder, Director Data & AI, Univé
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