# Lenovo’s AI adoption and change management model helps drive 36% higher daily Copilot use > Source: > Published: 2026-10-02 15:25:46+00:00 *Built and refined through Lenovo’s own AI deployments, the model combines early manager involvement, role-specific enablement and continued measurement to turn AI access into sustained use and measurable value.* Giving employees access to AI is a necessary step in transformation. It does not, by itself, ensure they will use the technology consistently, apply it to work that matters or sustain new behaviors after the initial launch. Lenovo encountered that challenge while introducing AI tools across its own global workforce. Generic training could not address the needs of every role and function, while initial activity did not necessarily translate into lasting adoption. The company needed more than a successful rollout plan. It needed a repeatable AI adoption and change management model that could connect technology with employees’ real work, help managers lead the change and measure whether adoption was producing value. ### **Designing a model around how change happens** In some early AI deployments, broad executive communications were followed quickly by training and launch. That left managers with limited time or practical guidance to prepare their teams. Yet employees looked to their managers to explain why the change mattered, how it would affect their work and where AI could be useful. Managers were also well positioned to identify resistance, surface role-specific needs and connect early benefits with business priorities. “Managers are uniquely positioned to inspire employees, reinforce culture, surface potential barriers and help us capture AI value,” says Linda Yao, Vice President, SSG Hybrid Cloud and AI Solutions at Lenovo. “As critical catalysts for AI transformation, managers need dedicated support to lead through AI change.” Through [Lenovo Powers Lenovo](https://news.lenovo.com/campaign/lenovo-powers-lenovo-our-digital-transformation-journey/), the company brought together change practitioners, learning and development experts, AI specialists and employees with experience across finance, sales, customer support and delivery. The team used Prosci ADKAR as a foundation, combined it with Lenovo’s own transformation experience and developed an adaptable AI adoption and change management model. The model follows three connected phases. Lenovo first prepares for change by defining objectives, assessing readiness and involving managers early. It then enables change through role-relevant communications, training, hands-on learning and champion support. Finally, it reinforces adoption by tracking usage and business value, gathering feedback and addressing barriers over time. ### **Refining the model through real deployments** Lenovo tested and improved the model across successive internal AI initiatives. During the internal deployment of Lenovo Knowledge Super Agent, the team used a phased rollout, persona-based enablement, manager engagement, a champion network and adoption dashboards. The deployment eventually reached approximately 3,000 Lenovo employees. Microsoft 365 Copilot provided another environment in which to refine the approach. Hands-on “prompt-a-thons” helped employees apply Copilot to their own work rather than learn through generic demonstrations. Across these deployments, three principles became increasingly clear: involve managers before training and launch, tailor support around employees’ roles and everyday tasks, and use adoption and business-value data to keep improving the rollout. Lenovo then tested the complete approach through a measured internal comparison. One cohort received Microsoft 365 Copilot licenses without tailored adoption support. Another received the technology alongside role and use-case guidance, tailored training, manager involvement and continued feedback. ### **Measuring the value of guided adoption** The difference was measurable. Daily Copilot use reached 91% in the model-supported cohort, compared with 67% in the license-only cohort—a 36% increase. Employees receiving structured support also saved 3.5 hours per person each week, compared with 1.8 hours in the license-only group. Satisfaction increased from 3.67 to 4.27 out of five, while the issue rate fell from 33% to 18%. The results showed that Lenovo’s model improved more than initial engagement. It helped employees incorporate AI into everyday work, achieve greater time savings and encounter fewer obstacles along the way. Lenovo has turned the internally tested model into **Lenovo AI Adoption and Change Management Services**. The modular services help organizations assess readiness, plan for change, prepare managers and users, measure progress and reinforce adoption after launch. As part of [Lenovo Hybrid AI Advantage](https://www.lenovo.com/us/en/ai/hybrid-ai-advantage/), the services can also help customers deploy and sustain AI solutions, including validated agents and enterprise use cases available through the Lenovo AI Library. By pairing technology with the people, process and measurement support needed for adoption, Lenovo helps organizations move beyond providing AI access and toward creating lasting business value from it.