Copilot usage doubles as Toyota Tsusho Systems tool lifts rate to 60%

Toyota Tsusho Systems' program began from a problem it says many companies share: Copilot licenses were purchased but usage was uneven, with younger employees using it more frequently and frequency dropping with age. Employees cited not knowing what it could do, and existing promotional measures were known but not driving use. The company could not easily identify which departments or people were not using it, or why.

Its response was to build a "Copilot利用状況可視化ツール" that shows usage by department and user, feature-level action counts, trends over time, and work-reduction time, making it possible to spot bottlenecks. Based on that data, it trained beginners, intermediates, and advanced users differently rather than applying the same program to everyone. It also created a "Copilot Crew" to make active users visible via Teams icons and stickers, shared examples on SNS and video, expanded it through Viva Insights, placed ambassadors in each department, and ran a review-and-improve cycle every 2–3 months. Management involvement grew as usage data led to interviews with high-usage executives and hands-on sessions near leadership.

The outcome hinges on whether the 60% monthly usage rate and the reported ROI can hold across departments that started lower, since the article reports usage data collection continuing every 2–3 months. It also suggests the company is treating Copilot less as a convenience tool and more as an investment subject tied to work-reduction figures, a framing that may be useful to other firms struggling with the same "licensed but unused" problem.