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“DynamicsPrint® with IMP is the heart of our planning estimations and imposition systems.
Estimating has become an important science. Our young estimators can deliver accurate plans just as an experienced estimator, with loads of experience, would.”
Angel Viveros, Estimation Manager
Foli De Mexico, Mexico
“The reason we chose DP was because it’s an industry solution which solves many of the problems we had in the standard Microsoft Dynamics setup. Also, there was demand from the management to have final costing, which was also a major challenge in the standard Dynamics solution.
DynamicsPrint® also helps us greatly with scheduling and shop floor management. The data gathered gives us great insights, and results in a much more cost-efficient production.”
Jochem Sants, Project Manager
Van der Most, Heerde, Netherlands
“The professional and highly skilled DynamicsPrint® team led the implementation to develop the expertise internally at DCM with a team of Subject Matter Experts from each of the specialized print production areas. DynamicsPrint’s expertise regarding the system and the industry was instrumental to ensuring the configurations were done properly. As this is a highly configurable solution, the approach and implementation was very well structured and ensured that the team worked from the basic setups to the more complex setups with a pace that was manageable and retainable.
DynamicsPrint® adjusted the resource requirements to accommodate both technical and functional areas of expertise as needed throughout the project, providing best practice directives to ensure that the proper approach was being followed.”
Karen Redfern, VP Operations Technology
DCM, Canada
“I just wanted to let you know how happy I am with DynamicsPrint® and the support you have given KP San Leandro since our launch. The seemingly endless set of tools available really help us run and improve our business.
The visibility into job statuses, P&L, and the ability to create and manage cues that give our team a personalized look into their own area of responsibility have become essential to our business model. I can’t even imagine going back to our old system. Thanks to the DynamicsPrint® team for all your help and support.”
Mark Floyd, Division Director
KP Corp. San Leandro, USA
For years, organizations using Microsoft Dynamics 365 and Power Platform have become accustomed to a familiar rhythm. Release Wave 1, Release Wave 2, review what is coming, assess what matters and prepare accordingly.
That rhythm is about to change.
Starting in September 2026, Microsoft is moving Dynamics 365, Power Platform and Dataverse roadmap content into its AI at Work roadmap. At the same time, Microsoft is retiring the twice-yearly release wave model for communicating new roadmap capabilities.
Instead, roadmap information will be published continuously.
At first glance, this sounds like an administrative change. Look a little closer, however, and it says something interesting about how enterprise technology itself is changing.
From release cycles to continuous change
Under the new approach, Microsoft says capabilities will be added to the roadmap once plans are committed and ready to share, rather than being held for the next release wave.
Organizations will then be able to follow those capabilities as they move through stages such as In Development, Rolling Out and Launched.
This creates a more continuous view of what is happening across Microsoft’s technology portfolio.
And that is increasingly necessary.
Dynamics 365, Microsoft 365, Power Platform, Copilot, Dataverse and custom agents built with Copilot Studio are becoming more interconnected. Organizations may still think about ERP, productivity, automation, analytics and AI as different technology categories, but in practice the boundaries between them are becoming less obvious.
Microsoft’s decision to bring roadmap information together reflects that reality.
The interesting part isn’t the roadmap
For business leaders, the more important question is what happens after a new capability appears on it.
Enterprise organizations already have access to an enormous amount of technology. AI is only accelerating the number of new capabilities available to them.
But availability does not equal value.
A new AI capability might save hours in one organization and solve a problem that barely exists in another. An automation feature might transform a particular workflow but add unnecessary complexity somewhere else.
That means the challenge is gradually shifting.
It is becoming more about “Which technology is relevant to the way we actually work?”
That distinction matters.
What does this mean for print and packaging?
Printing and packaging companies are a good example of why context matters.
A general-purpose technology roadmap can contain hundreds of interesting developments. But a production environment has very specific priorities.
Will a new capability improve estimating?
Could it make production planning easier?
Does it give operators or managers better information?
Can it improve inventory decisions?
Could it remove repetitive administrative work?
Does it provide better insight into costs, margins or production performance?
Those questions are much more useful than simply asking whether the organization is using the latest technology.
That industry context becomes particularly important as Microsoft continues adding AI and automation across its wider platform.
The interesting opportunity is not AI for the sake of AI. It is finding the places where new capabilities can improve a real production or business process.
A roadmap that becomes part of business planning
One of the more practical parts of Microsoft’s announcement is easy to overlook.
Microsoft recommends that organizations establish their own recurring roadmap review, monthly or quarterly, now that the two fixed release-wave moments are disappearing.
That is a sensible approach.
An always-on roadmap probably requires an always-on review process.
This does not need to become another large IT meeting. A regular review could simply ask:
That final question is just as important as the others.
Successful digital transformation is not about implementing every available feature. Sometimes good technology management means deciding not to adopt something.
Better visibility should lead to better decisions
Microsoft is also making the new roadmap more usable as a planning resource.
Organizations will be able to filter it by relevant products, export roadmap information to CSV, subscribe to updates using RSS, share filtered roadmap links and work with feature IDs and advanced filters.
For more advanced use cases, Microsoft is also providing roadmap information through its Release Communications MCP Server, allowing organizations to bring roadmap data into their own AI tools and workflows.
This hints at another interesting development. The process of monitoring technological change is becoming something organizations can automate.
Rather than manually checking dozens of product pages, teams can increasingly create their own filtered view of what matters to their technology environment.
From “What’s new?” to “What’s useful?”
There will always be excitement around the next AI capability, Copilot feature or automation tool.
But enterprise technology decisions ultimately have to come back to business outcomes.
For printing and packaging businesses, that might mean reducing manual work, improving scheduling, making estimates more accurate, creating better production visibility or giving teams faster access to information.
The technology matters because of the process it improves.
Microsoft’s move away from release waves is therefore more interesting than it initially appears. It reflects a world where enterprise software is no longer updated in neat, isolated moments, and where AI, ERP, productivity tools, data and automation are becoming increasingly connected.
The response does not need to be adopting technology faster simply because it is available.
It should be evaluating technology more continuously and deliberately.
That might be the real value of an always-on roadmap.
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