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Embedding Microsoft 365 Copilot Across One of Australia’s Largest Superannuation Organisation’s: From Pilot Rollout to Measurable Enterprise Adoption
The Opportunity
One of Australia’s largest superannuation organisations had already licensed Microsoft 365 Copilot for over 2,000 people but risked the common pattern of early enthusiasm fading into inconsistent, ad hoc use. Operating in a highly regulated environment with mature governance, the organisation needed adoption to move from broad rollout activity into structured, practical use grounded in real day to day work, with credible measurement of value for executives.
The Delivery
Agile Insights delivered a six-month Copilot Adoption Program alongside the client’s internal program team and Microsoft. The program combined role-based enablement, multi-channel engagement, a value measurement framework built on a pilot group of 54 stakeholder interviews, and a transition to business as usual, all delivered inside the client’s existing AI governance framework.
The Outcome
96% of licensed users are active and 90% of active users are returning. $1.1 million in annual value identified from just 54 stakeholders and tens of millions of value p.a. when extrapolated across the enterprise. Adoption is broad, repeated and deepening, positioning the organisation to scale value realisation across its full 4,000-person workforce.
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About the Client
The client is one of Australia’s largest superannuation organisations, managing retirement savings for millions of members. It operates in a highly regulated environment with mature governance, a strong internal AI governance function, and a workforce of approximately 4,000 people spread across corporate, member services, investment and technology teams. As an early adopter of Microsoft 365 Copilot at enterprise scale, the client had already licensed several thousands of people. The question was no longer whether to deploy Copilot, but how to make it stick.
The Challenge

Enterprise Copilot rollouts commonly stall after the initial licence distribution: people try the tool, find a few uses, then drift back to old habits. The client wanted to avoid that pattern and set three clear expectations. Adoption needed to be practical, moving from broad rollout activity to structured use grounded in real day to day work rather than generic training. It needed to be measured, giving executives credible visibility of who was using Copilot, how deeply, and what value it was creating. And it needed to stay governed, with every engagement activity respecting the fund’s AI governance framework and keeping the AI Governance function accountable for governance decisions. The fund also needed the capability to continue independently once the engagement closed, with clear business as usual owners, reusable materials and a repeatable rhythm.

Our Solution

Agile Insights delivered its Copilot Adoption Program alongside the fund’s internal program team and Microsoft over six months. Practical, role-based enablement included over 20 team engagement sessions reaching over a thousand of attendees built around each team’s actual work, role-based learning paths, a Copilot FAQ guide, and support desk and immersive engagement activities giving targeted help to hundreds of people who needed more confidence. Engagement and momentum were built through two organisations wide Promptathons, two team hackathons with reusable materials, several hundred Viva Engage posts including over 100 Copilot Spotlight posts showcasing real internal use cases, and a champion and community network to carry adoption forward. 

A value measurement framework was built on a pilot group formed on 54 structured stakeholder interviews, capturing 149 use cases into a use case and value pipeline, supported by an executive adoption dashboard drawing on Copilot Insights data so leadership could target lower adoption cohorts. Throughout, the fund’s AI Governance function remained accountable for all governance decisions, with Agile Insights ensuring the right stakeholders were involved in every activity and that all delivered materials aligned with the fund’s responsible AI requirements. The engagement closed with confirmed business as usual owners for each adoption function, a recorded set of materials and open items, and a 30-to-90-day plan covering champion enablement, community rhythm and ongoing value measurement. 

 

Adoption & Engagement
Before, while Copilot had been licensed to more than 2,000 employees, usage was not yet embedded into everyday work practices, enablement activities were at risk of being too generic rather than focused on real business tasks, and executives lacked a consolidated view of adoption and usage across the organisation. After, the organisation achieved strong adoption outcomes, with more than 1,700 active users (96% of licensed users), over 1,500 returning users (around 90% of active users), approximately 1,000 power users (53% of active users), and more than 500 employees using agents, supported by 382 active agents that generated over 10,500 responses.
Value & ROI
Before, there was no structured way to quantify the productivity benefits or business value delivered by Copilot, and discussions about its impact were largely based on anecdotal feedback rather than measurable evidence. After, the organisation established a clear, data-driven view of Copilot’s value, identifying 149 use cases across a pilot group of 54 stakeholders. This analysis revealed an estimated 43,000 hours of annual productivity benefit, equating to approximately $1.1 million in annual value even after applying a conservative 50% realisation factor, with an estimated return on investment of around 3,900%.
Governance & Capability
Before: adoption and AI governance risked operating on separate tracks, with limited reusable materials to sustain momentum after external support ended. After: every activity was delivered within the client’s existing AI governance framework. The organisation was left with reusable formats for team sessions, Promptathons and hackathons, an executive dashboard for ongoing visibility, confirmed business-as-usual owners, and a structured 30-to-90-day handover plan.
Why It Worked

Agile Insights delivered the outcome through a program focused on: 

  • Grounding enablement in what people actually do, not generic Copilot features 
  • Measuring value conservatively and early, giving executives confidence to keep investing 
  • Delivering every activity inside the client’s governance framework rather than around it, so adoption and responsible AI moved together 
  • Building reusable formats and a confirmed business as usual model so momentum continues without external support 

The Impact

The fund now operates Microsoft 365 Copilot at genuine enterprise scale, with adoption that is broad, repeated and deepening across the organisation. Even after halving the identified benefit to keep figures defensible, the assessment found approximately $1.1 million in annual value across just 54 people, a figure the organisation can extrapolate across its full 4,000-person workforce. The value measurement framework is now a reusable asset for future AI initiatives, and with confirmed business as usual owners and a clear handover plan in place, the fund is well positioned to keep moving Copilot from pilot to embedded, everyday value. 

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