At Campana & Schott, the rollout of Microsoft Copilot evolved into a cultural transformation that has fundamentally changed the company’s workday. This experience shows what is possible when technology, mindset, and a strong learning culture come together.
Key facts: Today, 95 percent of employees use Copilot on a regular basis. On average, they save around 99 minutes per week – time they deliberately invest in creative, strategic, or analytical work. The success of AI therefore depends not only on the technology itself, but on how people integrate it into their everyday routines.
A closer look reveals how Campana & Schott shaped this transformation.
From Introduction to Learning Journey
Generative AI is already part of modern knowledge work. But real change only occurs when companies go beyond deploying tools and begin developing new skills, structures, and mindsets.
That’s why Campana & Schott didn’t treat Copilot as an IT-project, but as the catalyst for a continuous learning process.
“Success doesn’t come from rolling out a tool, but from how people integrate it into their daily work,” says Lisa Burr, Managing Consultant and Expert AI Solutions, who co-led the internal rollout. “We wanted employees to understand what Copilot means for their day-to-day tasks and feel confident exploring new use cases on their own.”
Even before the official rollout, Campana & Schott launched a preparation phase to build governance-structures and technical foundations. The goal: ensure a stable foundation at go-live. This included internal guidelines for responsible AI use, clear ownership structures, and initial training resources and use-case workshops to support a practical start.
Success Factors: Change, Enablement, Governance
The rollout began with selected pilot teams that tested Copilot in their daily work and gathered valuable insights. These learnings shaped the next phase, during which the tool was gradually introduced across the organization – creating transparency and trust. Four elements were especially critical in embedding Copilot sustainably:
- Change management as the foundation.
Communication and involvement were key – from info-sessions and pilot-team stories to internal Q&A-formats. A shared understanding developed early, along with the motivation to experiment. - Broad-based enablement.
Training focused not only on Copilot features, but on building a new way of working with AI. Employees learned to use Copilot beyond chat – for example when drafting emails, researching, analyzing, or preparing meetings. This hands-on approach built confidence and curiosity. - Governance as the backbone.
To support responsible innovation, guardrails were needed. Campana & Schott established an AI Architecture Team to manage policy-making. This structure lays the foundation for a future Center of Excellence or Agent Factory. - Learning through community.
A central role is played by the internal AI Community of Practice, where employees share experiences, discuss new features, exchange prompts, and inspire each other. Knowledge is not centrally owned – it evolves collectively.
From Tool to Mindset
At Campana & Schott, Copilot has long since become more than a productivity tool. It represents a new mindset in working with technology – one rooted in openness, responsibility, and the willingness to rethink work.
AI is not seen as a replacement for human capability, but as a catalyst that enhances collaboration and opens up new perspectives.
“If you talk about the future of work, you have to shape it yourself,” says Boris Ovcak, Managing Partner and Head of the Transformation of Work Division. “We didn’t just roll out Copilot – we integrated it into our daily work. It’s a tool that is reshaping how we think, communicate, and collaborate.”
This mindset shapes both internal practices and client consulting. Those who have experienced Copilot’s impact firsthand can guide organizations authentically into the future.
To ensure the shift is sustainable, the rollout was structured as a long-term program. With the AI Community, the AI Architecture Team, and a standardized process for identifying use cases, Campana & Schott created systems to continuously foster responsible AI adoption. This ranges from scouting new technologies to prioritizing agent use cases across business units.
This business-unit-focused approach reflects how AI's role continues to evolve: beyond classic scenarios in marketing or HR, more intelligent agent solutions are emerging – automating processes, connecting data meaningfully, and delivering measurable value.
AI thus becomes an integral part of corporate development – and a driver of a new learning and working culture.
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