Technology used to be trivial. Today, it thinks for itself.

Organisations are investing millions in artificial intelligence. Yet most projects don’t deliver. Around 80 percent fail. They begin with big promises: faster processes, smarter decisions at lower cost. But they often end in frustration. Systems stay unused, teams lose interest and leaders lose confidence.

Why does this happen? Because AI is not just another tool. You can’t simply plug it in and expect results. It’s complex and sometimes unpredictable. Often, its decisions are hard to explain. And it does more than automate. AI changes the way a company works and reaches into the heart of organizations, affecting every part of the company, teams, processes, and culture.

The Real Challenge: Beyond Technology

In my experience working with leadership teams, a useful way to think about AI is this: it’s like hiring a new executive with no clear job description. The excitement is there and the potential seems huge. But no one really knows how to work with them. They join meetings, offer suggestions, maybe even make decisions. Still, people feel unsure. Who’s responsible for what? Can we rely on their judgement? Are they helping or complicating things?

This is what happens when AI is introduced without a clear role, without context, and without support. People pull back, coordination suffers and trust breaks down. The system might work perfectly, but if people don’t know how to use it, it stays on the shelf. Research shows the same pattern. Human-AI teams tend to show lower levels of trust compared to human-only teams. Performance drops. Communication gets harder. At the same time, many executives say they are actively looking for companies that use AI well and feel more forward-looking.

I see this every week. Leaders tell me they’ve invested in AI, yet the tools go unused. Teams feel frustrated, overwhelmed and managers grow sceptical. Promises turn into confusion. But this is not just a technology issue. It touches how people work, how they interact, and how they see their role. It affects control, identity and confidence. When AI is treated as a strategic hire, not a piece of software, the story changes. Leaders take time to define its purpose. They involve the team early and they keep the conversation going. That’s when trust builds. That’s when the system starts to help instead of getting in the way.

This is why I developed the model AIDE, which is a systemic framework rooted in systems theory, enriched by principles of the PERMA-Lead model from positive psychology and the metatheory of change. It acknowledges that organizations are complex, adaptive systems where changes in one part can ripple through the whole. But more than structure or strategy, AI shapes how people think, feel and work together.

Team Dynamics: Navigating Emotions and Identity

I remember a team leader who whispered during a workshop, „Will AI replace me?“ Beneath any AI initiative lie human fears, hopes, and uncertainties. Fear of Job Loss: Many see AI as a threat to their roles. Loss of Control: Decisions made by AI feel opaque, reducing confidence. Identity Conflicts: Employees question if their skills still matter. In another organization, a team stopped sharing ideas because they assumed „the AI knows best.“ But trust in AI led to a breakdown in human trust.

Trust Erosion: Teams trust each other less when AI makes decisions.

Disrupted Interactions: Direct collaboration gives way to automated processes.

Responsibility Ambiguity: Who is accountable when AI makes mistakes?

AIDE acknowledges these human dynamics, offering not just technical solutions but also emotional resilience, clear roles, and psychological safety.