The connectors in your organization can make (or) break an AI initiative
These informal connectors help to interpret, adapt, and make the change usable in a business context. On the other hand, the system fragments where connectors are not active. This fragmentation occurs not because people reject an idea, but because the idea itself never fully arrives in a form that people can employ.
Leading through connectors requires a shift in how change is understood by an organisation
Intelligence emerges through networks of people
Adoption is not primarily a communication issue but a relational one
Connectors are the people who enable this intelligence to circulate
The leadership of one organization decided to initiate its AI implemen- tation by mapping informal influence patterns across teams rather than launching a broad AI rollout. Individ- uals who were frequently sought out for information or support across functions were identified. The trust of the judgement of these individ- uals by others was the key selection criteria, not their role. Once identified, these individuals were brought into the AI process early. They were targeted as co-
What does the activation of a connector predict?
A shift away from formal rollout structures. It is the informal path- ways through which influence actually travels that are adopted instead. Activating this shift requires identifying the people who naturally bridge boundaries. It also implies involving these individuals at the very beginning of an implementation process - not just after adoption slows down.
13
©2026 www.networkleadership.net
Made with FlippingBook Digital Publishing Software