Driving Microsoft Copilot adoption across technology, quality and HR in a biotech SME

A biotech SME had Microsoft Copilot available, but uptake stayed uneven and confined to a handful of individuals. In a quality-governed environment the blocker was not the licence: people needed to know where AI-assisted work was appropriate, how it should be documented, and who was accountable for it — questions that sat across technology, quality management and HR rather than with any one function.

Ran adoption as a change programme rather than a tool rollout, working through three functions in parallel. Technology, to establish which tasks Copilot genuinely improved. Quality management, to define where AI-assisted work was acceptable and how it was recorded. HR, to carry training and make the new way of working routine. Presented and taught directly with the teams, then iterated the initiatives around what people actually took up.

Active Copilot users increased by 45%, with uptake spread across technology, quality management and HR workflows rather than staying with the initial early adopters.

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