Adoption and change management
Technology changes nothing if your people do not use it
We design and run the adoption plan for Microsoft 365, Teams, SharePoint and Copilot: which capabilities are enabled and in what order, how each role is trained, who acts as an internal champion and how real usage is measured so it can be corrected before the project is declared finished.
When this service applies
- You pay for licenses almost nobody uses
- Microsoft 365 is under contract, but work still happens over email and attachments. The collaboration, automation and security capabilities are available and switched off.
- Every department adopted the tools its own way
- Documents live on desktops, in shared folders, in personal OneDrive accounts and across Teams created with no criteria. Nobody knows which version is the valid one.
- A system was implemented and people went back to the old way
- The technical project ended, but users keep their spreadsheets running in parallel because nobody supported the change in how they work.
- You want to roll out Copilot and do not know where to start
- Before enabling AI assistants you need order in permissions and information, and clear acceptable-use criteria. Without that, Copilot exposes the existing mess.
- Leadership asks for results and there is no way to show them
- There is no measurement of usage or of the associated business indicators, so the conversation about return on investment rests on perceptions.
Expected outcome
Real, measured usage with shared ways of working
Your organization works with a defined collaboration structure: where each type of information lives, who has access, how it is approved and how it is shared outside the company. Every role knows what is expected of it and has reference material at hand. Usage is measured, compared against the baseline and corrected where it stalls, so the conversation about results rests on data rather than impressions.
Scope and deliverables
- Assessment of current usage: tools in use, informal practices, information sprawl and risks detected.
- Wave-based adoption roadmap, prioritized by impact versus effort, with an owner for each wave.
- Collaboration architecture: team and site structure, naming conventions, information lifecycle and rules for internal and external sharing.
- Role-based training plan, with separate sessions for leadership, managers, operational staff and IT.
- Short guides per work scenario and permanent reference material.
- A network of internal champions identified and prepared to answer questions within their own area.
- Internal communication plan: messages, channels and calendar aligned with each wave.
- Adoption scorecard with the baseline measured before starting.
- Acceptable-use framework for Copilot and AI assistants, when they are in scope.
- Results report per wave, with the adjustments applied and recommendations for the next one.
Work stages
Assessment and baseline
We review how the organization works today and measure the starting point: which tools are really used, where information lives and which informal practices keep the operation running. Without a baseline there is no way to demonstrate progress.
Design of the working model
We define the collaboration structure, the access and sharing rules and the information lifecycle. It is agreed with leadership, IT and the departments that generate the most documentation.
Wave-based roadmap
We rank capabilities by impact versus effort and group them into waves, each with a clear objective. We avoid deploying everything at once, which overwhelms users and makes it impossible to attribute results.
Enablement and training
We enable the capabilities of each wave, train by role using real cases from the department and prepare the internal champions to handle the first level of questions.
Support on the ground
Reinforcement sessions, answering questions where the work happens and correcting the practices that creep back. This is where the change either sticks or unravels.
Measurement and adjustment
We compare indicators against the baseline, identify the areas or roles that are not progressing and adjust training, configuration or rules before moving to the next wave.
Responsibilities
Your company
- Appoint an executive sponsor who communicates the change and stands behind the decision with the departments.
- Free up the time of the internal champions and of the participants in training sessions.
- Approve the proposed collaboration, access and sharing rules.
- Define internal acceptable-use policies, including those for artificial intelligence.
- Provide the Microsoft 365 licenses and the access needed to measure usage.
- Communicate each wave internally through the official company channels.
BETABOX
- Assess current usage and establish the baseline for the agreed indicators.
- Design the collaboration architecture and the wave-based roadmap.
- Prepare and deliver role-based training with real cases from each department.
- Train and support the network of internal champions.
- Deliver the guides, the reference material and the communication plan.
- Measure adoption per wave, report results and propose adjustments.
- Flag when a capability should not be enabled until permissions or information governance are fixed.
What is included
What is included
- Assessment of current usage and definition of the baseline.
- Collaboration architecture and sharing rules.
- Wave-based adoption roadmap and internal communication plan.
- Role-based training and preparation of internal champions.
- Scenario guides and reference material.
- Adoption measurement and results report per wave.
- Acceptable-use framework for Copilot when in scope.
What is not included
- Microsoft 365 licenses and add-ons such as Copilot: purchased separately.
- Technical migration of email, files or mailboxes from other platforms: covered by the cloud migration service.
- ERP implementation or application development.
- Drafting of HR policies, internal regulations or legal documentation.
- Organizational restructuring, performance reviews or people management.
- Professional audiovisual production for internal communication.
- Ongoing technical support for the platform: contracted as managed support.
Success criteria
- An increase in active users of the capabilities included in each wave, measured against the baseline.
- A decrease in working documents circulating as email attachments, compared with the equivalent prior period.
- Internal champions resolve the first level of questions in their area without escalating to the project team.
- Collaboration and sharing rules are followed without unauthorized exceptions in the departments already onboarded.
- A decrease in support requests about basic usage after each wave.
- Leadership has an up-to-date adoption scorecard that is comparable across periods.
FAQ
Frequently asked questions
- Why hire adoption services if we already have the licenses?
- Because the license enables the capability, not the usage. The difference between an organization that pays for Microsoft 365 and one that gets value from it is that the second defined where each type of information lives, trained by role and measured whether practice changed. Without that work, licenses are paid in full and used as email and a word processor.
- How is adoption measured?
- With two kinds of indicators. Usage indicators come from the platform’s own reports: active users per capability, documents worked on collaboratively, meetings and conversations in official channels. Business indicators are defined by your company: approval cycle time, number of versions in circulation or volume of requests to the IT team. Both are recorded as a baseline before starting.
- What about the people who resist the change?
- It is to be expected and it is addressed head-on. Resistance usually has concrete causes: the new way of working requires more steps, nobody explained what it is for, or the person fears being exposed. That is why we train by role with cases from their own work, prepare champions within each department and measure by area to detect where the change is stalling. What does not work is imposing without supporting.
- Can you help us roll out Copilot?
- Yes, and the order matters. Before enabling Copilot you have to review permissions and information governance: an assistant shows users everything they already have access to, so misconfigured permissions become visible immediately. The work includes tidying access, defining the acceptable-use framework, training on concrete scenarios by role and measuring real usage.
- How much of our team’s time is required?
- The effort concentrates in two places: the internal champions, who dedicate recurring time to supporting their area, and the training participants, with short sessions scheduled in advance. The rest of the support happens within the work itself. The length of each wave is agreed in the roadmap according to the size of the organization.
- Does this also work for ERP adoption?
- Yes. The same approach applies when the goal is for the operation to run inside Business Central rather than in parallel spreadsheets: baseline, role-based training, champions per area and measurement of real usage. In an implementation project, this change management is coordinated with the implementation team to avoid duplicating effort.
Are you paying for capabilities your team does not use?
Tell us what you have under contract and how your organization works today. We measure the starting point and propose a wave-based adoption roadmap, with indicators agreed from the start.
Contact
Request a complimentary assessment
Tell us what your company needs and a BETABOX advisor will get in touch to schedule a call at your convenience. The initial assessment is 100% free of charge.
- +1 (754) 209-2071
- Bookings
- Book directly on the calendar