Teams Insider

Scaling M365 Copilot Adoption Across 20,000 Users

Karoliina Kettukari is Head of Modern Work at OP Financial Group, Finland's largest financial services group, and a six-year Microsoft MVP who moved to the customer side after a decade in consulting. She explains how OP has licensed roughly half of its 20,000-strong workforce for M365 Copilot, where

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Who should listen: Microsoft 365 service owners, modern work and adoption leads, and change managers rolling out Copilot at enterprise scale — particularly in regulated industries balancing employee demand with approval and compliance gates.

Guest: Karoliina Kettukari — Head of Modern Work, OP Financial Group

Many thanks to Neat, sponsor of this episode.

Key insights

OP Financial Group has around 20,000 people — roughly 13–14,000 employees plus 5–6,000 externals working inside its teams — and has licensed M365 Copilot for about half of its own employees, driven by both executive enthusiasm and unusually strong demand from staff. ▶ 3:37
On top of the paid M365 Copilot base, OP deliberately promotes Copilot Chat to a further cohort equivalent to about 50% of the licensed population (e.g. 5,000 chat users on 10,000 licences), targeting roles whose work lives in customer systems rather than Word, Excel or Outlook, where the embedded Copilot experience adds little. ▶ 9:16
Kettukari's framing for Copilot Chat is risk containment as much as productivity: give people a sanctioned tool so they don't take company data to consumer ChatGPT or Gemini. ▶ 5:41
Meeting summaries are the clear hero use case and the fastest measurable return — Kettukari skipped three one-hour meetings and spent three minutes reading the notes; beyond that it's summarising content and comparing two documents, i.e. personal productivity basics. ▶ 16:25
Agent demand outstrips what the platform allows end users to do: roughly nine out of ten user-proposed agent use cases stall because they can't be built in the simple agent builder, and moving to Copilot Studio brings licensing cost and a technical skills requirement. The Researcher and Analyst agents, by contrast, work well out of the box. ▶ 11:48
Kettukari argues agent-building for business processes should be an internal capability, not consultancy work — internal teams already understand the finance regulations and can revise a solution six months later when the process changes, which a time-boxed consulting engagement cannot. ▶ 14:23
Adoption comms deliberately ignore most new features: a tiered approach gives power users deep documentation, links and partner training, while general users get one to three simple things at a time. Broad campaigns on features like Notebooks are avoided because Microsoft may deprioritise them within months. ▶ 18:59
Team-level sharing beats organisation-wide prompt libraries — asking individual teams to spend 10 minutes on one use case in their weekly or monthly meeting has worked best, because the audience shares context; competitions and stickers in the central Teams channel had limited effect. ▶ 22:34
In regulated financial services, each new AI capability may need its own approval process — Copilot itself is now an approved tool, but features such as interpreter agents raise the question of where a new function ends and a new product begins, and missing audit log support rules a feature out immediately. ▶ 20:02