Copilot Pages: Where Strategy Works Best Right Now

Over the last several months, many teams have been experimenting with different ways to use Copilot for strategic thinking. What started with simple document‑based strategy work has quickly evolved as new tools have appeared — and as those tools have been tested in real business environments.
Early on, strategy work with Copilot often lived in Word documents. That approach still holds up well today. Word provides a familiar, linear space for drafting strategy, outlining priorities, and reasoning through ideas with Copilot’s help. For leaders who prefer a traditional document or need something formal and shareable, Word remains a strong option.
As Copilot Notebooks emerged, many teams — including ours — began experimenting with them for strategy as well. Notebooks offered a focused, calm environment for working with internal material. Over time, however, a clear pattern appeared. Notebooks excel at project work: managing execution, documenting processes, and working with information that already exists inside the organization.
Where Notebooks struggle is strategy. Not because they are poorly designed, but because of their intentional limits. Notebooks only know what you attach to them. They don’t pull in outside best practices or broader context, and they don’t help pressure‑test ideas against how similar problems are solved elsewhere. For managing projects, that constraint is helpful. For strategy, it becomes a limitation.
After extensive real‑world testing, the conclusion became clear and consistent:

Use Copilot Notebooks for project management and execution.
Use Copilot Pages for strategy work.
Copilot Pages are built for broader thinking. They allow Copilot to work across files, emails, chats, meetings, linked Pages, and external context. This makes Pages especially effective for strategic planning, option comparison, decision‑making, and synthesizing messy or incomplete inputs.
In practical terms, Pages feel less like documents and more like flexible workspaces. They can stand alone or link to other Pages. They don’t need to be “finished” before they’re useful. Leaders can add notes, drop in files, connect related ideas, and then ask Copilot to surface themes, risks, gaps, and next steps.
For managers, the value is straightforward. Pages lower the friction of strategy. They make it easier to start, easier to think clearly, and easier to keep strategy alive instead of trapped in slide decks or scattered conversations. Strategy becomes something you revisit, refine, and use — not something you create once and forget.
While Copilot will continue to evolve, Pages are currently the most effective place for strategy work. Leaders who adopt them now gain a clearer, calmer way to think through decisions — and stay ahead as the tools continue to change.