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How Agent 365 changes enterprise AI
10 mins read
December 3, 2025

Is Agent 365 the moment enterprise AI becomes real?

Agent 365 is the moment AI enters the enterprise stack with real identities, permissions, and governance. Before this becomes your new operating model, you’ll want to understand what’s coming.

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TL;DR

A365 is Microsoft’s new identity, governance and management layer for AI agents, giving each agent its own permissions, lifecycle, audit trail and operational controls. It's a signal that AI isn’t a side feature anymore; it’s becoming a governed, scalable digital workforce inside the enterprise stack. Instead of scattered pilots and experimental bots, enterprises get a unified way to build, manage and scale agents across CRM, ERP, HR, finance and data workflows. This is the shift from “AI as a helper” to “AI as part of the workforce,” and it raises a simple question: are you preparing your processes, data and governance for digital labour, or will you be catching up later?

How will Agent 365 reshape the way organisations work?

Most organisations spent the last year wrapping their heads around Copilot: what it can do, where it fits, and how to introduce it without overwhelming employees. But while everyone was busy figuring out prompts and pilots, Microsoft was preparing something far bigger.

Agent 365 is the moment enterprise AI stops being a clever assistant and becomes a managed digital workforce.

There’s an important detail that wasn’t obvious at first: the A365 icon sits inside Microsoft’s AI Business Applications stack, the same family as Dynamics 365 and the Power Platform. What looked at first like a Modern Work / Office feature is actually positioned alongside enterprise-grade business applications.  

And they gave it the “365” name. When Microsoft attaches “365” to a product, it becomes part of the workplace operating system. SharePoint, Teams, Excel, Dynamics. These aren’t just tools, they’re the foundation of daily work. This isn’t accidental positioning; putting agents in the 365 family, Microsoft is sending a clear message:

AI agents are not experiments anymore. They are part of the enterprise stack.

And this has huge implications for IT Ops, Security, CoE teams, and business leaders.

From scattered bots to a unified agent ecosystem

If you’ve worked with Copilot Studio or any of the early Microsoft agents, you know the experience hasn’t been consistent. Agents lived in different places, were created in different ways, and had different capabilities. Some behaved like chatbots, others like automations. A few acted like full digital workers, if you were brave enough to give them permissions.

Agent 365 is the first attempt to bring order to this chaos. Instead of agents scattered across the Microsoft ecosystem, there will be one place to see them, manage them, and govern them. Microsoft calls it the Monitoring Admin Center, where agents are treated like real operational entities.

For the first time, IT teams can:

  • see all agents in one view
  • assign their own permissions
  • scale them independently
  • isolate them if needed
  • monitor activity
  • apply governance policies the same way they do for users

This is the shift organisations have been waiting for. AI is no longer a set of small tools you sprinkle across teams. It becomes a proper enterprise layer, where you can administer, secure, and scale agents.

Copilot vs Agent 365

What’s the difference? A useful way to think about it:

  • Copilot is the interface where people talk to AI.
  • Agents are the products the AI performs the work with.

Copilot will remain the interaction layer used across Microsoft products, but the deeper AI ecosystem (the one that will actually power work) is Agent 365.

This means that agents are moving into infrastructure territory.

A unique identity for every agent changes everything

The most important and least understood part of the announcement is Microsoft Entra Agent ID.

Until now, most AI agents have run under user identities, app registrations, or custom service accounts. Agent ID introduces a new, first-class identity type in Entra that is purpose-built for agents.

With Agent ID, an enterprise agent can finally have:

  • its own identity in Entra
  • its own assigned permissions instead of inheriting a user or app profile
  • its own access and governance policies, including Conditional Access
  • its own lifecycle management (creation, assignment, decommissioning)
  • its own auditability, with logs that show what the agent did and when
  • its own compliance surface, so organisations can apply the same Zero Trust, monitoring and oversight they use for other identities

In short: Agent ID gives agents a proper identity layer, separate from people and apps, and creates the foundation for secure, governed, enterprise-grade agentic automation.

You’re no longer tying a bot to a user’s permissions and hoping nothing goes wrong. You can now manage a digital worker with the same clarity as a human one, without the HR paperwork.

For IT Ops and Security teams, this is the part that makes scalable AI realistic. Without clear identity, real autonomy is impossible. Agentic ID is the foundation for everything Microsoft wants to build next.

Tools turn agents into real digital workers

Early AI agents were impressive but limited. They could answer questions or summarise documents, but they couldn’t do much.  

Agent 365 changes that by introducing a real tool model: secure, isolated, pre-defined capabilities that agents can invoke to complete tasks on your behalf.

This brings a new class of role-specific agents. Some use cases we expect to see soon:

  • An agent with invoice-reading capabilities can take on routine finance tasks.
  • An agent that can post into your ERP can handle basic accounting work.
  • An agent that can update your CRM can manage SDR-level activities.

In other words: your business systems stay the same, but what your agents can do inside them expands dramatically.

The tools define the scope of work, and the governance layer defines the boundaries.
Once those two connect, something significant happens:

AI stops being a helper and becomes a decision-maker. That’s why companies need structure, identity, and controls before they deploy anything serious. And this is exactly what Agent 365 provides.

Microsoft will ship out-of-the-box agents

Microsoft doesn’t hide the direction anymore: they’re building their own out-of-the-box agents for major business functions.

Expect products like:

  • Sales Development Agent
  • HR Lifecycle Agent
  • Customer Service Agent
  • Finance/ERP Agent
  • Fabric Data Agent
  • Security and Compliance Agents

These will be real, supported Microsoft products. And they will almost certainly be licensed per agent, just like every other 365 workload.

This will raise important organisational questions:

"How many agents do we need?"

"Which roles replace manual steps with agents first?"  

"Should we start with one per department or buy bundles?"  

"What does ROI look like at the agent level?"

Licensing will likely become more complex; but the value will grow even faster for organisations that introduce agents deliberately, not reactively.

Where businesses will see early wins

In the next 12 months, the most realistic value will come from processes that already run inside Microsoft systems and already require repetitive, structured work:

  • Sales teams cleaning pipelines
  • Finance teams processing invoices
  • Customer service teams triaging cases
  • Data teams preparing datasets
  • HR teams onboarding people

Anywhere a human currently moves structured data between structured systems, an agent will do it faster, cleaner, and more consistently.

And the mistakes to avoid

Agent 365 brings enormous potential, but, like every major Microsoft release, it also comes with predictable, avoidable traps.  

As with every AI initiative, readiness is key. Before you commit to licences, tools or departmental rollouts, make sure you’re not walking into the same issues that slow organisations down every time a new solution arrives.

  • Don’t skip process mapping.
    Use frameworks like MEDDIC or Value Architecture Design to ensure you’re automating a clean, well-understood workflow instead of scaling a broken one.
  • Don’t buy more agents than your teams can adopt.
    Start small. A controlled pilot with a handful of agents will always outperform a large purchase no one is ready for.
  • Don’t roll out everything at once.
    Introduce agents gradually so users have the space to understand how each one fits into their workflow before the next arrives.
  • Don’t skip process mapping.
    Automating a broken process only creates a faster, more expensive version of the same problem. Map the journey first, then bring in the agent.
  • Don’t underestimate data quality.
    Agents make decisions based on the information you give them. If your CRM, ERP or SharePoint data is inconsistent, the agent’s actions will be too.
  • Don’t assume governance will “figure itself out.”
    Without clear ownership, shadow agents, over-permissioned tools and ambiguous access boundaries will appear quickly.

When these pitfalls are ignored, the same uncomfortable questions always come back:

Why isn’t anyone using what we bought?”

“Why isn’t this delivering the value we expected?”

“How did this agent end up with access to everything?”

The organisations that succeed aren’t the ones who rush. They’re the ones who pause long enough to define clean data, clear ownership, intentional design and a rollout plan that respects how humans, not machines, adapt to new ways of working.

The future of work will be humans + agents

Agent 365 is the moment Microsoft finally aligns its tools, its platform, and its vision:
every person will work through Copilot, and every system will be executed by agents.

The question for organisations now is simple:

Are you preparing for a future where digital labour is part of your workforce, or will you be retrofitting governance after the agents have already arrived?

We can help with the clarity, structure, and safe adoption you’ll need. Join our free webinar where we'll walk you through how to get AI-ready in 90 days.  

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How to overcome org-wide writers' block
March 14, 2024
6 min read
How to overcome org-wide writers' block
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Every quarter we have three Objectives that will help us improve as an organisation. This can vary from Software Development practices to improving (or rather: re-hauling) our finance reports, but more will be written on these Objectives later.

This quarter, one of our Objectives is to start and cement having a company-blog. This has been a recurring topic since the beginning of the organisation - although I've consciously put it to rest in the past years as we've been so focused on cementing the core team.

Last year, we started focusing on our marketing efforts and naturally, the topic of the blog has arisen. Initially, I thought that with Judit, our marketing and sales assistant, we can just put our heads together and churn out a bunch of posts, but then realised we need to get the "troops on the ground" to provide inputs - at least the backbone of a post to stand a chance of sounding novel and not just being "yet another corporate blog."

I knew it's not going to be easy to get a bunch of consultants knee-deep in project-work to get their focus and time allocated to writing blogs. What a perfect opportunity to make this a Q1 objective!

A reality check

I naively thought it'd be sufficient to call out the Q1 objective and have a brainstorming session about our social media usage and post ideas and off we go: blog posts will be sprouting left and right.

Six weeks later, the end of the quarter is nearing, and we have 0 posts.

So what can I do to get our smart and eager colleagues to exert discretionary effort to create a blog post - let alone, get into the habit of writing and maintaining a blog.

I resorted to the following basic management (leadership?) tactics in yet another Dojo agenda point. (Dojo: The forum held weekly for the development of our internal operations.)

Start with why

We talked with the team about what's the purpose of writing a company blog and why it matters in the professional services industry:

It's so easy for anyone to say they are experts in a particular topic but what speaks volumes is if we provide insight into our expertise.

Plus, it also makes it possible to create more meaningful "noise" on LinkedIn and social media.

Not the least, we maybe help fellow Power Platformers, consultants and end-users alike by publicly sharing knowledge bites that proved to be useful for us.

Provide context and address concerns

After having talked about the why, I showed an example of what good looks like (eg. https://www.ycombinator.com/blog/how-to-maintain-engineering-velocity-as-you-scale or https://www.faire.com/blog/) and asked the team if they have any questions, concerns.

The main message here was:

don't worry too much, just get started, we are not writing War and Peace here

Make it easy to start

Next, we talked about how we "don't need to start from scratch", a lot of what we do is documenting, so why not use those as a starting point for blog posts.

We have the following areas to go to for inspiration and starting points:

Wiki

Last year we started making good use of our Azure DevOps wiki sites and it's increasingly becoming an internal go-to resource. Why not just use some of the more useful entries to turn them into external-facing material?

Internal Comms

Not as often, but we do rely on written internal comms - such as our strategic goals, one-pager vision statement, competencies. We can turn these into blog posts that talk about us as an organisation, how we work and where we are heading.

Our clients are increasingly looking for "cultural fitness" when selecting a partner, so I'll be happy to share this openly. This may even help with recruitment and on-boarding.

Ways of Working

We are extensively using Azure DevOps, GitHub and generally the whole Microsoft eco-system to manage our work. I appreciate it's not straight-forward to design the toolkit at our disposal in a way that makes it ergonomic for every member of an organisation. We have lots of lessons learned in this place and our current Ways of Working is pretty well documented.

When we built our internal systems, it would have been great to understand like-minded companies' architecture. The toolkit we use definitely shapes us as an organisation (think: socio-technical complex systems), hopefully gives us a competitive edge, but sharing our good (and sometimes not-so-good) practices may benefit others with similar challenges.

Knowledge Sharing Sessions

We regularly hold knowledge sharing sessions, internal demos - lot of which is already documented - with a little effort and obfuscation, these can be easily turned into external-facing materials.

These will provide great insight into what are the areas that interest us and what challenges we face as a team in our projects.

Brainstorm

Prior to the Dojo, I asked that each PO is present or delegates a team member so we have the right coverage. I asked each team to gather post ideas based on the above and take them back to the team and select one which they will work into a full-fledged post in the coming two weeks.

Lead with example

I had to admit, I wasn't comfortable writing blogs myself (I had one attempt when taking a gap-year and travelled to India). Those that worked closely with me, know I'm not much of a writer.

But I had to be the "tip of spear that will break the ice", so here I am writing the inaugural blog post.. :)

Where to next?

Accountability and Follow-up

Hopefully, by now the message has landed with the team that this is something, we'll crack on with and asked the team whether they can get behind this. The jury's still out to see how many posts will be written by the end of the month.

We've put in a check-in for next to see how the teams are progressing with the single selected topic and see if we can help them overcome and doubts or concerns, they may have.

What we didn't do

Carrots or sticks

We quite consciously avoid tying performance evaluation or bonuses against our quarterly objects (very much in line with OKR principles) - hence we will not mandate a blog quota or tie it to any bonuses. I'd much rather have a few of our team members produce quality posts, then have everyone write poor ones out of sheer necessity

Emphasize how writing improves structured thinking and deep understanding

In hindsight, we could have talked about how writing helps improve one's understanding, and this is a great way to deepen one's knowledge.

So you may ask, why blogs? Why not YouTube videos and/or Podcasts? Don't worry, we'll get there eventually :)

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