A formal announcement can explain a transformation. It does not necessarily make people believe in it.
In relationship-oriented organisations, employees look past the message to the people carrying it. Does the manager they trust understand the change? Is the experienced colleague they respect willing to use the system? Can someone close to the daily work explain why it matters?
I have learned that transformation travels through relationships before it becomes embedded in process. This does not mean change should rest on popularity or personal influence alone. But trusted peers can translate an abstract strategy into language and behaviour that feel credible.
In an AI transformation, the most effective champion may not hold the highest title or the deepest technical knowledge. It may be the person whose judgement others already trust.
A strategy may begin at the top, but belief often travels through the people others already trust beside them.