Together with Kogi CON, UNIQA developed three AI agents that help managers hold better conversations, run more effective meetings and build culture continuously, every day.
Many organisations put considerable effort into defining their company values and target culture. It is much harder to make sure the agreed principles show up in the day-to-day work of managers and teams months after the workshops are over, so that the culture takes root and every employee’s behaviour changes.
This is exactly the challenge UNIQA faced. Once the target culture had been defined, the question was how to keep it alive in everyday operations. How to make sure it didn’t stay only in presentations and on posters, but shaped real meetings, decisions and people leadership.
Together with Kogi CON, UNIQA therefore developed a set of AI agents (which went beyond the original scope of our collaboration). Their purpose was never to evaluate or monitor people. They are meant to work as a practical mirror that helps managers and teams recognise habits that support or hold back the desired culture.
The solution consists of three interconnected tools. The Leadership Coach supports managers in difficult conversations, leadership development and reflecting on how they work with their teams. The Team Culture Agent tracks how a team works in the context of the target culture and gives ongoing feedback based on team meetings. The Meeting Effectiveness Agent focuses on the quality of facilitation, decision-making and the effectiveness of meetings led by managers and project leads.
The way the tools were designed played a key role in the project’s success. The outputs are short and specific, and each one points to a single concrete improvement. Instead of another report, the manager gets a simple recommendation they can try out at the very next meeting or conversation. The whole concept is built on support and development, not control and punishment.
The pilot showed that regular, practical feedback can change everyday behaviour faster than one-off interventions. Managers began using the recommended practices on their own when running meetings. They got better at closing decisions, assigned responsibilities more clearly and worked with feedback more deliberately.
The UNIQA project shows that the greatest value of artificial intelligence doesn’t have to lie only in higher productivity or automating routine tasks. AI can play an equally important role in the area that is often hardest for change programmes: helping people turn the right ideas, values and intentions into the everyday habits of individual teams.
“Culture doesn’t change during a workshop. It changes in meetings, in difficult conversations and in the hundreds of small decisions that managers and teams make every day.”
And that is exactly where well-designed AI agents can add value.