Creating value through AI – How to transform processes and elevate people
For many organisations, Nadara included, the conversation around AI is no longer whether large language models or LLMs (algorithms that understand and generate human language) can deliver value, but how they can be embedded into business processes to create that value.
At Nadara, AI is a hyperscaler not a replacer. Its role is to remove friction from routine tasks, free up time for more valuable activity, and increase organisational capacity without increasing cognitive load.
Turning that philosophy into a functioning Agent involves more than just technology, it requires process and people – engaged, involved, and empowered colleagues able to share the roadblocks and opportunities, and co-create better ways of working.
Start with people
When we launched our first wind farm co-operatives and benefit schemes over 20 years ago, we did it through pioneering community engagement - developing renewable energy sites with communities, not simply in them. Sustainable, long-term value comes from engagement, and the journey with AI is no different. To transform business processes, you have to start by inviting employees to suggest where AI could help within their own workstreams.
For us, this approach surfaced practical, grounded use-cases rooted in day-to-day reality and created a clear picture of where time, effort and friction were being absorbed across the organisation. It also reinforced our philosophy to colleagues: that AI wasn’t a replacer or being imposed on teams – it was a supportive tool being explored with them. When you approach AI in this context, you extract honest and impactful feedback – we all want to work as efficiently as possible.
Defining value before defining solutions
Armed with the opportunities, we headed into structured workshops with business owners, innovation specialists and technical teams. The focus wasn’t on designing AI tools, but on understanding current processes, clarifying requirements, defining success criteria, and agreeing what transformational improvement would actually look like.
Suggested use-cases were then screened based on value, technical feasibility and speed of deployment, with an emphasis on quick wins that could demonstrate rapid impact, while also acting as enablers for broader AI transformation.
Agent 13: Event participation management
An example of one Agent created through the project is the automation of external event participation management. Coordinating approvals, speakers and post-event follow-up is a necessary but time-consuming process, by embedding generative AI into this workflow, routine tasks can be automated, insights captured more consistently, and outcomes tracked more effectively.
As with all of our Agents, the objective isn’t to remove human involvement, but to shift it. By reducing administrative burden, your teams can focus on higher-value activity – this case: shaping narratives, building relationships, and maximising the strategic impact of each engagement.
Governance, data, and trust
A key understanding is: as AI becomes more embedded in business processes, trust becomes critical. A crucial part of embedding generative AI in business processes is mapping data sources, data flows, and data ownership to ensure your colleagues’ Agents are operating on reliable, well-understood information.
This ongoing effort to document and understand data interactions is foundational. Without it, even capable models risk undermining confidence rather than building it.
From a governance perspective, establishing a cross-business team is always the play. At Nadara, colleagues from Data & Analytics, R&D, Transformation and People Offices focus on overarching strategy and data governance, while our Innovation team leads the delivery. Business owners remain closely involved throughout to ensure alignment and accountability.
Augmentation and transformation
Over time, augmentation through AI creates the potential to increase organisational output with the same workforce - whether that means supporting greater production, responding faster to opportunities, or simply creating more space for thoughtful work.
Consider, too, what value means to your people - reducing administrative burden can improve job satisfaction and give colleagues greater flexibility in how they spend their time.
At an organisational level, Agent roles may be very specific to begin with, but the principle is widely applicable: isolated, well-chosen use cases can inform governance, data strategy and readiness for larger-scale change. For your people and your business, meaningful transformation through AI begins with a single-line prompt:
As a team, what currently takes up lots of your time?