How KOHLER Reached 98% Microsoft Copilot Adoption, and What MSPs Can Learn from It

Many businesses are interested in Microsoft Copilot. Some have purchased licences. Others have allowed employees to experiment with Copilot Chat or individual Copilot features.

But access is not the same as adoption.

Real adoption happens when employees understand where to use Copilot, how to use it responsibly and how it can improve the work they perform every day.

The KOHLER achieves 98% Microsoft 365 Copilot adoption with AI change management strategy story provides an important example for MSPs, consultants, trainers and Microsoft sales partners.

According to Microsoft, KOHLER achieved 98% Microsoft 365 Copilot adoption in six weeks. The program supported approximately 5,000 employees, while employees saved two to five hours per week. The company also created more than 3,000 agents. [microsoft.com]

KOHLER’s digital organization also reported a 25% improvement in code releases and a 75% reduction in error defects through GitHub Copilot. [microsoft.com], [linkedin.com]

These are impressive outcomes, but they did not come from licences alone.

Leadership made Copilot a business priority

KOHLER’s approach included visible support from senior leadership. Its executives used AI and discussed its importance in company-wide communications. The organization also developed a leadership toolkit and specialized leadership training. [microsoft.com]

This is an important lesson for partners.

A Copilot project should not be positioned only as an IT deployment. It should be connected to business priorities such as reducing repetitive work, improving decisions, accelerating customer response and increasing employee capacity.

MSPs can help customers connect these priorities to a practical Copilot adoption roadmap.

Training focused on people at different levels

KOHLER did not rely on one generic training session. Its strategy included training and resources for different levels and areas of the business. An early Copilot Chat training program attracted thousands of attendees. [microsoft.com]

This shows why role-based training matters.

A sales manager does not use Copilot in the same way as a financial analyst. An executive has different needs from an administrative professional. A customer-service team needs different workflows from a marketing department.

Generic demonstrations may create excitement, but role-specific examples make Copilot relevant.

Partners can help customers identify common jobs, documents and processes in each department, then design training around those practical requirements.

Champions helped spread adoption

KOHLER created a community of more than 200 champions. The community used Viva Engage and virtual meetings to exchange ideas, share good practices and address misconceptions about AI. [microsoft.com]

Champions help turn adoption into an ongoing organizational activity.

They can demonstrate useful prompts, share success stories, support colleagues and identify new automation opportunities. They also give the organization a way to continue learning after formal training ends.

For MSPs, establishing a champion program can become a valuable part of a managed Copilot adoption service.

KOHLER connected Copilot to business processes

One of the most important parts of the story is KOHLER’s focus on business skilling. Its training included examining processes and converting them into AI-supported workflows. [microsoft.com]

This is where partners can create lasting value.

Customers do not obtain significant value simply by asking Copilot occasional questions. Greater value can emerge when they redesign recurring work, such as:

• Preparing for customer meetings
• Turning meeting discussions into follow-up actions
• Drafting proposals from approved information
• Preparing management reports
• Summarizing operational information
• Producing first drafts of presentations
• Managing recurring communication
• Finding information across Microsoft 365

These examples are recommendations from Skillgine, not outcomes attributed to KOHLER.

The partner’s role is to understand the existing process, identify the repetitive work and help the customer design a more effective Copilot-supported workflow.

The opportunity for Skillgine sales partners

Sales partners do not need to become technical Copilot experts before starting customer conversations.

Their role is to recognize adoption problems and open the door.

Start by asking:

• Has your company purchased or evaluated Microsoft Copilot?
• Are employees using it consistently?
• Can leadership identify measurable examples of time saved?
• Has each department identified its best Copilot use cases?
• Have employees received role-based training?
• Does the organization have an adoption or champion program?
• Which repetitive workflow should the company improve first?

These questions move the conversation away from a broad discussion about AI and towards a specific business need.

Turn an existing relationship into an adoption opportunity

The KOHLER story demonstrates that successful Copilot adoption requires more than software access. It requires leadership, training, relevant workflows and continued support. [microsoft.com]

MSPs already have trusted relationships with Microsoft 365 customers. Sales partners already have relationships with business owners, executives, consultants and associations.

That creates a timely opportunity.

Do not begin by asking a customer whether they want another AI product demonstration. Ask which repetitive process is consuming employee time and whether the organization has a plan to improve it.

Choose three customers this week. Invite each one to a Copilot readiness conversation. One practical workflow could become the starting point for a much larger adoption engagement.