Businesses are investing heavily in artificial intelligence, but technology alone does not guarantee better performance. Whether a new tool succeeds often depends on something less visible: the relationships, trust and informal networks that shape how work actually gets done.
Before introducing another AI platform, business leaders should ask a fundamental question: Do we know who our employees turn to for advice, where critical knowledge resides, and whether people trust the organization enough to embrace change?
Every workplace has an informal network that exists alongside its organizational chart. These networks include the employee everyone consults when a system fails, the colleague who connects departments that rarely communicate, and the longtime team member whose institutional knowledge may never have been documented. These individuals can have an outsized influence on collaboration, innovation and technology adoption, regardless of their titles.
Understanding these connections is the foundation of organizational network analysis (ONA), a data-driven approach to examining how people share information, solve problems and build relationships at work.
For leaders preparing for an AI rollout, five relationships deserve particular attention.
The trusted advisers. Whom do employees approach when they have questions or concerns? These individuals can help colleagues understand new tools, but their trust must be earned, not assumed.
The cross-functional connectors. Who bridges departments and helps information travel across organizational boundaries? These employees can help prevent silos from undermining implementation.
The knowledge holders. Who possesses expertise that others depend on? Identifying these individuals can help organizations document critical knowledge before it disappears through retirement or turnover.
The informal influencers. Whose opinions shape how colleagues respond to change? Understanding these voices can help leaders identify resistance early, address legitimate concerns and build meaningful support.
The isolated employees or teams. Where are relationships weak or information-sharing limited? These gaps may signal that employees lack the support they need to adopt new technology effectively.
Mapping these relationships is not about monitoring employees or ranking their value. It’s about understanding the human infrastructure that enables an organization to function. Leaders must approach the process transparently, protect employee psychological safety and use insights to strengthen connections rather than penalize individuals.
Trust is especially important during technological change. Employees who fear that AI will diminish their roles or devalue their expertise may hesitate to share knowledge or experiment with new tools. Leaders who listen, communicate honestly and involve trusted employees in implementation can create a stronger foundation for adoption.
AI may transform how work gets done, but relationships still influence whether change happens. By mapping the networks through which trust and knowledge flow, business leaders can make smarter technology decisions, preserve critical expertise and build organizations better prepared for what comes next.
Before investing in the next tool, it’s important to take time to understand the people who will make it work.
Deborah Peck, Ph.D., is an industrial/organizational psychologist, founder and president of Seity Insight and author of Turning Intuition Into Science: Harnessing the Power of Organizational Network Analysis.
