Free guide

Power Platform Adoption: introducing low-code successfully.

From idea to project: how to roll out the Microsoft Power Platform in your company so that people get on board. In three phases and 18 steps, from the first kickoff to the Center of Excellence. Free and without registration.

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3 phases
18 steps
People at the center
Free without registration

01From idea to project

Simple customization instead of complex development.

A high-level plan for low-code adoption based on the Microsoft Power Platform offers a new way to adapt business processes. It emphasizes abstraction and simplicity, reducing complexity while ensuring that solutions can be adapted efficiently to changing requirements.

This enables companies to develop agile and scalable solutions without requiring in-depth technical expertise.

Objective: roll out modern low-code technologies for workflow and application development to achieve the following:

increased efficiency through digitization and automation of manual processes.
risk minimization by breaking down knowledge silos in IT and transferring knowledge to the business units.
low-code governance with decision-making processes and responsibilities in a Center of Excellence (CoE).
cost reduction through the gradual replacement of maintenance-intensive and expensive legacy systems.

02Step by step

People before technology.

The most important success factor for a digitalization project is not technology, but people.

The first task is therefore to inspire all employees to take part in the change process through a transparent, clear strategy and suitable measures, and to keep them involved throughout the journey. Here is why:

1Change unsettles people.
2People want to understand how they will benefit.
3Only as a team can a company's strategic goals be achieved.

03Low-code adoption planning

Crawl, walk, run.

The Microsoft Power Platform adoption framework provides a foundation for addressing the strategic challenges and planning the actions needed for low-code adoption, with people at the center. I draw on this framework and my practical experience because the approach has proved effective over years and across many projects.

Increased efficiency
Risk reductionData protection, governance, and security
Cost minimization
Implementation

The Microsoft Power Platform adoption framework has proven itself in practice, and I use it as a guide for rolling out and expanding the Power Platform, as well as for enterprise-level management and governance. At its core, it is based on three proven pillars that build on each other like crawling, walking, and running.

Microsoft has since expanded its recommendations into Power Platform adoption guidance, with eight pillars ranging from strategy to community, and a maturity model. The principle of the three phases remains a good, practical roadmap.

Crawl Phase 1: Introduction (Envision) Assemble an initial team and define the framework and goals covering people, technology, and processes. 1Getting started2Project team3Success criteria4Adoption strategy5Resistance management6Training strategy
Walk Phase 2: Adoption (Onboard) Show executives and teams the business value of low-code applications with the Microsoft Power Platform. 1Raising awareness2Communication plan3Reward strategy4Developing champions5Community building6Ongoing engagement
Run Phase 3: Scaling (Scale) Establish a digital corporate culture that solves business challenges securely and sustainably. 1Center of Excellence (CoE)2Increasing efficiency3Skills development4Support processes5Measuring success6Activity calendar

04Phase 1 · Crawl

Introduction (Envision)

Introduce "it" and help people envision it! Assemble an initial team and define the framework and goals covering people, technology, and processes.

Phase 1 · step 1

Getting started

Start with the understanding that the Microsoft Power Platform enables all employees to digitize and automate their business processes easily, quickly, and with substantial added value.

This is the purpose of a kickoff event that shows the potential of low-code applications, including through storytelling and use cases, and introduces the components of the Power Platform in combination with Microsoft 365 apps such as Outlook, OneDrive, SharePoint, and Planner.

The initial goal is for all employees to gain a broad overview of the potential of the Microsoft Power Platform.

Phase 1 · step 2

Project team

Putting together a multidisciplinary project team of executive sponsors, technical talent, and interested employees.

To build the best possible team, first identify the people and skills needed to address challenges throughout the adoption process.

For example, you can invite employees to apply to join the project, use a survey to identify potential team members, or ask managers in key roles for recommendations.

Phase 1 · step 3

Success criteria

The success criteria are determined on the basis of the business, organizational, and technical requirements using the SMART approach.

specificSpecific
measurableMeasurable
achievableAchievable
realisticRealistic
time-relatedTime-related

The next step is initial planning based on prioritized use cases, led by and developed together with the individual business units.

Phase 1 · step 4

Adoption strategy

Primary goal of the adoption strategy: everyone involved, especially in the project team, is aligned with a common goal (north star) and motivated to work together toward the end result or the defined success criteria.

To this end, among other things, all employees should be able to use the Microsoft Power Platform and the learning resources that are available or to be provided.

A first step can be a workshop that shows the available learning opportunities, possibly combined with the opportunity for certification (reward strategy).

Phase 1 · step 5

Resistance management

Primary goal of resistance management: focus on the "what" instead of the "how," and constantly listen, explain, and motivate.

Understand objections
Remove barriers
Demonstrate real, tangible benefits

For this, direct contacts (motivators) should be available. In addition, regular, voluntary "Microsoft Power Platform office hours" are a good idea.

Phase 1 · step 6

Training strategy

A targeted training strategy ensures that everyone involved in the adoption is ready.

Its goal is to get employees "walking" quickly so that they can begin their journey with the Microsoft Power Platform. Then offer ongoing, targeted further training, with time and resources for self-study too.

In addition, optional "Microsoft Power Platform office hours" can be offered, for example on Fridays.

05Phase 2 · Walk

Adoption (Onboard)

Get inspired and join in! Show executives and teams the business value of low-code applications with the Microsoft Power Platform.

Phase 2 · step 1

Raising awareness

During planning and rollout, employees must understand why the change is happening for the company and how the Microsoft Power Platform also helps them achieve more. This requires answers to two questions:

What benefits do low-code technologies based on the Microsoft Power Platform offer the company?
How do employees benefit as well?

Company management (executive sponsorship) should answer these questions for the employees.

Phase 2 · step 2

Communication plan

Lasting awareness and motivation do not come from a short-term communication campaign. They require creativity and, above all, sustained effort.

This requires regular exchanges with everyone involved, in large and small groups.

Other creative options include a regular newsletter with best practices or a Microsoft Teams group that can and should support strategic, motivating communication.

Phase 2 · step 3

Reward strategy

Rewards are a powerful motivator and often play a fundamental role in creating and sustaining motivation.

That is why there should be incentives to participate and rewards for results that make sense and are valued by employees.

Options include competitions in which a panel of judges evaluates the results and awards a prize. Earning a Power Platform certification can also be rewarded, for example with additional time off.

Phase 2 · step 4

Developing champions

Champions help build, expand, and sustain the rollout of the Microsoft Power Platform. They break down geographical and organizational silos, familiarize their colleagues with new solutions, and provide support.

"No one starts out as an expert": champions need to be identified and recruited. As a rule, the Center of Excellence (CoE) identifies them and recognizes their commitment to date, for example when they frequently answer questions in an internal forum.

Phase 2 · step 5

Community building

At the heart of growth is a community of employees who work together, exchange ideas, and use low-code technologies to find new ways to achieve more together.

Provide dedicated time and space for this community, and actively encourage it. For example, it could be a community in Viva Engage (formerly Yammer) or a Microsoft Teams group for sharing best practices, new features, and success stories about the Microsoft Power Platform.

In addition, topic-related joint activities or competitions can be offered.

Phase 2 · step 6

Ongoing engagement

Companies with successful adoption create a digital culture that promotes continuous learning.

Forums, regular events, and speaking opportunities, including presentations of success stories, support this.

That is why it is essential that employees come together regularly, with space and time to do so, to network, share knowledge, and discover new ways to use the Microsoft Power Platform for themselves and their work.

06Phase 3 · Run

Scaling (Scale)

Faster, higher, farther - while staying in control! Establish a digital corporate culture that solves business challenges securely and sustainably.

Phase 3 · step 1

Center of Excellence (CoE)

A Microsoft Power Platform Center of Excellence (CoE) is a central hub of expertise with "digital guardrails": a way to invest in and encourage organic growth while retaining leadership and control. As the central hub, the CoE should:

provide standards, consistency, and governance for the company
break down geographical and organizational silos
drive innovation and improvement
bring together like-minded people with similar business goals
share knowledge and success

Phase 3 · step 2

Increased efficiency

Increasing efficiency is not a single step, but an ongoing measure that promotes creativity and innovation throughout the company.

The goal is to help business units increasingly identify their own opportunities for digitalization and automation. They should be able to digitize and automate business processes they identify, while accepting and respecting the necessary central oversight and structured implementation by the CoE.

Phase 3 · step 3

Skills development

"Today's citizen developers, i.e., experts from the business units, will take on development tasks tomorrow" and thus supplement limited IT resources. As the appetite for learning grows, skills should be expanded.

To this end, employees can specialize in certain areas of the Microsoft Power Platform and learn technical skills that enable advanced problem-solving throughout the company.

Phase 3 · step 4

Support processes

Support offerings and support processes are set up, for example by providing:

collections of links
knowledge bases
internal best practices and lessons learned
training for beginners, advanced users, and professionals
training for the users of the apps

A dedicated ticketing system based on the Microsoft Power Platform may also make sense.

Phase 3 · step 5

Measuring success

Employee surveys, for example with Microsoft Forms, are created, evaluated, and above all used to measure satisfaction and identify preferences and needs.

The first survey should take place about six months after the kickoff event, and quarterly thereafter.

The results primarily help gauge employee sentiment and align or adapt awareness and training content to the preferences and needs expressed.

KickoffStart of the rollout
approx. 6 monthsFirst survey
each quarterFurther surveys
ongoingAdapt content

Phase 3 · step 6

Activity calendar

An activity calendar (daily, weekly, monthly, quarterly, annually) is developed and established, among other things to:

share updates about the Microsoft Power Platform
offer Q&A sessions as online Microsoft Power Platform office hours
stay up to date on development work in the business units
present development work from the business units
discuss, develop, and create advanced training content
review the progress of the adoption and make necessary adjustments and additions

07Template for businesses

The guide becomes a roadmap.

With the Adoption Toolkit for the Power Platform, your team takes Power Automate and Power Apps company-wide on its own. The package includes templates for an adoption strategy, a champions program, communication, workshops, and hackathons; an Excel workbook covering the starting point through success measurement; a kickoff presentation; and a handbook.

Workbook with idea assessment, a training plan, and a measurement plan
Twelve text templates for email, Microsoft Teams, and the intranet
License for your entire company

Go to the Adoption Toolkit

08Template for businesses

The guide becomes rules.

With the Governance Starter Kit for the Power Platform, your team implements the guardrails for Power Automate, Power Apps, and Copilot Studio on its own: 54 review questions for a current-state assessment; a policy to adopt, with 15 decision points; forms; an Excel workbook with a rollout plan; and a handbook.

Automatic analysis with a traffic light status indicator and an action plan
Word policy document with explanations, processes, and appendices
License for your entire company

Go to the Governance Starter Kit

09Consulting

Your adoption strategy: discussed together.

Every company starts from a different point. In a consultation, I am happy to discuss how best to implement a Microsoft Power Platform adoption strategy in your company: which phases and steps are right for you, who should be on the project team, and how governance and security can grow alongside adoption from the start.

Book an appointment
You book an appointment online for a free initial consultation via Microsoft Teams.
Discuss the starting point
We talk about your goals, your organization, existing licenses and solutions, and who at your company already works with the Power Platform.
Discuss the strategy
Together, we discuss what the three phases could look like for you, which steps come first, and how a Center of Excellence fits your company.

Book a consultation Send an inquiry

10Questions and answers

Frequently asked questions

What does Power Platform adoption mean?

It means the planned rollout of the Microsoft Power Platform in the company - not just the technology, but above all the people: How do employees learn to digitize their own processes with Power Automate and Power Apps, and how does everything stay secure and manageable? Microsoft calls this adoption.

How long does a Power Platform rollout take?

That depends on size, starting point, and goals. The three phases build on each other and merge smoothly into one another. The first employee survey makes sense about six months after the kickoff; after that, it moves into a permanent cycle of learning, measuring, and improving.

What is a Center of Excellence (CoE)?

A CoE is the company's central hub of Power Platform expertise. It sets standards and guardrails (governance), supports the business units, finds and promotes champions, and ensures that knowledge and successes are shared.

What are champions and citizen developers?

Citizen developers are experts from the business units who build their own solutions with low-code. Champions are particularly committed members among them who help others, answer questions, and drive the rollout within the company.

11Further reading

Planning the rollout? I will support you.

In a free, no-obligation initial consultation via Microsoft Teams, we clarify where your company stands with the Power Platform and what a good first step looks like.

Book a free initial consultation Send an inquiry +49 160 125 01 75