Power Platform
Power Apps
Purpose-built applications for processes no packaged product covers, including mobile apps that work where there is no signal.
Small & Mid-Market Enterprises · Talent
Four thousand licences and a centre of excellence that runs itself
A global seafood producer, Europe. The organization wanted its digitisation strategy to be driven by the people closest to the work, but enabling employees to build applications safely at that scale requires structure.
The situation
What the organization was dealing with
The organization wanted its digitisation strategy to be driven by the people closest to the work, but enabling employees to build applications safely at that scale requires structure.
A digitisation strategy driven from the centre moves at the speed of the central team. Driven from the business, it moves faster and fragments unless something holds it together.
What was done
The work, and the part that was actually hard
More than 4,000 premium Power Apps licences were purchased and an automated centre of excellence was implemented, so employees could develop enterprise applications within guardrails.
Four thousand premium licences alongside an automated centre of excellence is the combination that matters. The licences enable, the centre of excellence governs, and deploying one without the other is how organizations end up either blocked or ungoverned.
Results
What was published
These are the figures exactly as reported in the source. Nothing has been rounded, extrapolated or restated.
Premium licences deployed4,000+
Centre of excellenceAutomated
Data sharing across the groupEnhanced
What changed
- Employees empowered to develop enterprise applications directly
- An automated centre of excellence keeping the estate governed as it grew
- Data sharing and operational efficiency significantly improved
- Digitisation driven by the business rather than queued behind IT
Platforms involved
What each product was doing here
Power Platform
Power Automate
Workflow and integration. Moves data between systems, routes approvals and removes the manual re-keying that rarely appears in anyone's job description.
What transfers
If you were to attempt this
Budget for the governance capability at the same time as the licences, not in the year after.
Where it usually gets harder than expected: Automated governance still needs a human owner for the exceptions. The automation handles the routine estate; it does not decide what should be decommissioned.
How we would take it on
Our approach to Talent work
1
Find the people already doing it
In most organizations some version of this capability already exists informally. Finding it is cheaper than building it.
2
Govern before you enable
Environments, data policies and ownership defined first. Retrofitting governance onto two hundred existing applications is an unpleasant project.
3
Make the guardrails useful
A catalogue that reports value, not just an inventory. Governance people volunteer for beats governance people evade.
4
Hand it over on purpose
Training and documentation as deliverables. A consultancy that keeps this capability to itself is optimising for its own revenue.
Recognise the problem?
If any of the above describes your organization, tell us where it hurts most. We will tell you what the same platforms could realistically do in your environment, what we would measure, and whether we think it is worth doing at all.
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