Power Apps
Purpose-built applications for processes no packaged product covers, including mobile apps that work where there is no signal.
A global elevator and escalator manufacturer and service provider, Global. The organization wanted its own people solving business problems with their own ideas, but supporting thousands of makers and keeping the resulting estate coherent is a genuine problem at scale.
The organization wanted its own people solving business problems with their own ideas, but supporting thousands of makers and keeping the resulting estate coherent is a genuine problem at scale.
Enabling thousands of people to build their own applications is straightforward to start and difficult to sustain. Most organizations that try it end up with an estate they cannot inventory, on connections owned by people who have left.
Power Platform was selected to drive digital transformation, with a Copilot Studio agent built to guide makers through development, and a central application catalogue for reuse.
Two mechanisms made this work at scale: an agent that guides makers through development, and a central catalogue that enables reuse and reports the time and cost each application saved. The catalogue is the more interesting of the two, because it converts a governance obligation into a source of business metrics that leadership actually reads.
These are the figures exactly as reported in the source. Nothing has been rounded, extrapolated or restated.
Purpose-built applications for processes no packaged product covers, including mobile apps that work where there is no signal.
Workflow and integration. Moves data between systems, routes approvals and removes the manual re-keying that rarely appears in anyone's job description.
Agents built over an organization's own knowledge and processes, published into Teams, a website or a phone line.
Making the governance artefact useful to the business — a catalogue that reports value, not just an inventory — is the design idea worth stealing.
Where it usually gets harder than expected: Thirty-two thousand applications is a number that should prompt questions about lifecycle. Some proportion is abandoned, and knowing which is the difference between an asset and a liability.
In most organizations some version of this capability already exists informally. Finding it is cheaper than building it.
Environments, data policies and ownership defined first. Retrofitting governance onto two hundred existing applications is an unpleasant project.
A catalogue that reports value, not just an inventory. Governance people volunteer for beats governance people evade.
Training and documentation as deliverables. A consultancy that keeps this capability to itself is optimising for its own revenue.
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.
Describe the situation in your own words.