Many organisations still operate as ego-systems: knowledge is hoarded, teams optimise locally, and collaboration depends on individual heroes. In Microsoft 365, this often shows up as disconnected Teams, duplicate content, fragmented information, and growing frustration just as organisations begin investing in Copilot. As AI becomes part of everyday work, existing behaviours matter more than ever. Copilot isn't a band-aid for broken ways of working. It amplifies the organisation that already exists, forcing us to rethink how work, collaboration, and knowledge flow are designed. In this session, we'll explore: • Why Copilot amplifies organisational behaviours, both good and bad • How communities and networks help reduce duplication and strengthen collaboration across boundaries • What leaders can do to create the conditions for sustainable adoption, knowledge flow, and AI readiness The organisations that gain the most value from Microsoft 365 and Copilot won't necessarily be those with the most technology. They'll be those that make it easiest for people, information, and ideas to move across teams, functions, and communities.

For years, governance in Microsoft 365 focused on content: sites, documents, permissions, and sprawl. With Copilot, agents, and skills, we're increasingly governing behaviour at scale. As organisations move from AI-assisted work to AI-driven action, new questions emerge: Who owns the decisions agents embody? How do we manage competing instructions, rules, and knowledge sources? And what happens when AI systems work exactly as designed, but produce outcomes nobody expected? In this session, we'll explore: • Why agent sprawl may become the next governance challenge in Microsoft 365 • How skills and instructions encode organisational judgement and decision-making • What organisations must do to build trust, accountability, and oversight into AI-driven work As AI starts acting, governance must evolve from managing information to managing outcomes. The organisations that succeed won't be those with the most agents, but those with the clearest understanding of who owns the decisions those agents make.