I was reflecting on some of the transformations we’ve seen internally at Microsoft, especially in teams adopting AI, and I think it’s helpful to frame progress in levels.
It cuts through vanity metrics like “does the team have copilot access” and asks a better question: how much has this team actually changed because of AI?
It also gives teams something to aim for — a clear sense of what the next level looks like.
| Name | Mindset | Behavior |
|---|---|---|
| Level 0 | Unaware | No exposure. No tools. AI isn’t on the radar. |
| Level 1 | Curious | Individuals are playing with ChatGPT or similar tools, but it’s disconnected from team goals. |
| Level 2 | Enabled | The team has access to tools, but usage is scattered and not embedded in any workflows. |
| Level 3 | Integrated | AI is part of how work gets done. People rely on it for day-to-day tasks. Feedback loops exist. The team can point to saved time, faster output, or better decisions. |
| Level 4 | Strategic | AI is woven into how the team plans and measures success. It influences decisions. There’s infrastructure, training, and shared language around what good AI use looks like. |
| Level 5 | AI-First | The team doesn’t just use AI, they rethink their workflows around it. AI is a collaborator, not a bolt-on. Some tasks are delegated entirely to AI agents. The way the team works today would be unrecognizable without AI. |
What I like about this model is that it helps teams shift the conversation from “Are we using AI?” to “What would it take to reach the next level?” And that question gets way more interesting when you break it down by role:
- A PM at Level 3 might use AI to analyze customer feedback. At Level 5, AI is co-authoring roadmap proposals and generating PRD drafts based on live usage data.
- An engineer at Level 3 might use Copilot daily. At Level 5, they’re working alongside agents that recommend architecture changes or raise PRs for livesite issues.
- A compliance lead at Level 3 might query policies via an AI assistant. At Level 5, AI is triaging and flagging potential issues in real time.
It’s about going beyond access, and towards transformation.
And as a leader, this gives you something to aim for. You can baseline where different functions are today, set maturity targets, and design enablement efforts that actually move the needle. It’s less about rolling out a tool and more about building capability, mindset, and confidence.
Because tools come and go. But the way a team thinks, works, and ships — that’s what matters. That’s what compounds and accelerates over time.
Some Creativity 
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