Copilots are revolutionizing business... so why are IT leaders hesitant?
Parlor tricks, Smoke and Mirrors, Inaccurate, Hallucinating, Too Expensive... Useless!?!? Yes, these are comments I've heard from IT leaders when talking about various Copilot capabilities and offerings. Meanwhile, I can’t recall a single knowledge worker who has access to the tools who hasn’t referred to the technology as anything less than driving significant productivity and simplifying their jobs. . Today, I'm going to explore what I think is happening here, and propose some options to change opinions on this very topic.
So... what's really happening?
Would I be so bold as to suggest my former fellow brethren are just burnt out, like so many others? The idea of needing to manage yet another piece of software—complete with training, deployment, security concerns, and governance checks—sounds like another overwhelming project. Add to this the ongoing economic uncertainty, a shaky political landscape, many IT leaders constantly being asked to do more with less, and unsure of the next RIF, I can sympathize with their situations. It’s not hard to see why any new technology, even one as promising as a Copilot, might be viewed with a weary, skeptical eye. Let's dig into some of these challenges, promises, and hopefully calmer waters to accompany this adoption.
The Hype Problem
There’s no doubt about it: Copilot features from Microsoft and others have been heavily marketed. From flashy demos at conferences to slick ads promising a revolution in productivity, the hype has been relentless. But for IT leaders on the ground, this messaging often feels out of sync with their day-to-day experience. They’re used to the reality of software that requires extensive configuration, integration headaches, and training gaps. Many have lived through previous “game-changing” technologies that ended up being more hassle than help. For them, Copilots might feel like just another shiny object that promises the world but delivers a complex and incomplete solution.
Data Security and Privacy Concerns
One of the biggest reasons for hesitation lies in data security and privacy concerns. Copilots, by design, rely on analyzing user inputs, accessing company documents, and integrating deeply with the organization’s data ecosystem. For IT leaders, this can trigger alarm bells. They’re responsible for safeguarding sensitive information and ensuring compliance with regulations like GDPR and CCPA. The thought of deploying a tool that could potentially expose confidential data—intentionally or not—feels like walking a tightrope. Even with assurances from Microsoft about secure architecture and privacy controls, the fear of data leakage or unauthorized access can outweigh the perceived benefits.
Governance and Control
In most organizations, IT leaders are the gatekeepers of technology. They’re responsible for implementing solutions that align with corporate governance frameworks, meet compliance requirements, and fit into the broader IT strategy. Copilots introduce a layer of automation and intelligence that can feel unpredictable. IT leaders might worry about "shadow IT" users taking advantage of these tools in ways that aren't fully visible or controllable, but the reality is that savvy users are already using the tools. The fear here isn’t just about losing control; it’s about the potential for unintentional consequences, from generating incorrect reports to automating processes that haven’t been vetted. Governance has been one of the most popular concerns I've heard from some folks, and they admittedly believe their data governance and security is simply not good enough. This creates even greater strain when being asked by senior leaders in other parts of the organization for access to the tools.
Budget Constraints and ROI Concerns
Then there’s the matter of cost. Microsoft Copilot features are not cheap, and many organizations are grappling with shrinking IT budgets. The pressure to justify every line item has never been higher. While end-users rave about how Copilots save time and reduce mundane tasks, it’s much harder for IT leaders to quantify this impact in a way that satisfies the CFO. It’s a classic case of “show me the ROI,” and until clear metrics are provided, many IT leaders will remain unconvinced. Commonly, when customers ask how they can prove the productivity gains, I simply ask "how do you measure productivity now?", and get the response, "well, we don't". So, how do I answer the productivity question if the folks within these organizations can't?
The Trust Gap
At its core, much of this hesitation boils down to a trust gap. Knowledge workers trust these tools because they experience immediate benefits: time savings, better content generation, and easier data analysis, among others. IT leaders, however, are expected to look beyond the immediate and consider the broader implications, risks, and potential pitfalls. There’s a fundamental disconnect in how the technology is being evaluated, meaning business leaders need to take the charge and run pilots in their own groups with the assistance of IT.
How Do We Bridge the Gap?
If we want to change the narrative, we need to start with empathy and education. IT leaders aren’t resistant because they don’t see the potential value; they’re resistant because they see the risks just as clearly. Here are a few ideas to help shift the perception:
Transparent Pilots and Small Rollouts: Instead of a company-wide deployment, start with a small, transparent pilot program in a specific area of the business. Sales, Marketing, Finance, and Operations all have a plethora of folks who would love to be a part of this pilot, but I'd recommend isolating to just a single practice so each team can learn from each other. They should involve IT from the beginning, and gather feedback not just from end-users but from IT teams on integration, security, and governance aspects.
Collaborative Metrics: Work with IT leaders to define clear, quantifiable metrics for success. Go beyond user anecdotes and provide concrete data on productivity gains, time savings, and business impact. This helps create a shared understanding of value.
Enhanced Security Features: Provide a clear picture of the security and privacy controls within Copilot offerings. If IT leaders see that they have the necessary tools to govern and monitor the technology, they’ll be more comfortable embracing it.
Train the trainers: Provide training and resources specifically tailored for IT teams, not just end-users. Make sure they understand the capabilities, limitations, and best practices for Copilot use. The more informed they are, the less hesitant they’ll be.
Conclusion
It’s easy to dismiss the skepticism from IT leaders as reluctance to change or a fear of new technology. But the truth is more than that. These leaders are tasked with balancing innovation with stability, security with usability, and excitement with pragmatism. By understanding their concerns and addressing them head-on, we can bridge the trust gap and help more organizations realize the transformative potential of Copilot tools.