Nota de Prensa
THU 08.01.2026
Following the announcement of the plan and the agreement with Globant, the organisation is now presenting the results of the pilot project developed during the 2024/25 season, whose data confirmed the real impact of AI adoption on operational efficiency, improved work quality and increased employee confidence, and motivated the design of the organisational transformation plan.
Far from a purely technological approach, LALIGA has designed this plan based on a clear premise: AI only truly transforms when it is put at the service of people. Therefore, the model is based on two complementary pillars: training employees to understand and work with AI based on criteria and control, and providing them with intelligent agents that act as specialised assistants in their day-to-day work, whose creation and adaptation are in the hands of the employees themselves, tailored to their way of working.
A pilot project to validate the real impact of AI
During the 2024/25 season, LALIGA developed a pilot project with a small group of employees from different areas, with the aim of rigorously evaluating the benefits and challenges of adopting AI in their daily work. The pilot combined training sessions with real, voluntary use of AI tools, and was evaluated through anonymous surveys before and after the programme.
The initial survey had 108 valid responses, while the subsequent survey collected 151 responses, maintaining the same core questions to allow for a direct pre- and post-comparison. This approach has allowed LALIGA to base its conclusions on comparable data rather than subjective perceptions.
The results show a clear leap in maturity and actual adoption of AI. Before the pilot, only 25 per cent of participants said they used AI tools in their daily work. After the programme, this figure rose to 60.9%, more than doubling in just a few
months. In addition, intensive use of AI — daily or several times a day — rose from approximately 33% to 72%, confirming that AI is no longer experimental but has become an everyday working tool.
Greater efficiency, better quality and time savings
The impact of AI is also reflected in the perception of daily work. The percentage of employees who consider their tasks to be "much easier" thanks to AI increased from 22.2% to 35.8%, while the percentage of those who say that AI has significantly improved the quality of their work doubled from 13.1% to 27.2%. At the same time, the group that felt that "nothing has changed" fell by more than half, from 21.5% to 9.9%.
Time savings are another key indicator of the pilot. The number of people who say they save "a lot of time" using AI almost doubled, from 20.4% to 39.1%, and the percentage of employees who save between 2 and 4 hours per week grew from 20.4% to 33.1%. At the same time, those who do not perceive any time savings fell from 7.4% to 2%.
This freed-up time translates, as observed in the pilot project, into a paradigm shift: less reactive work and more space for proactive tasks, such as process improvement, generating new ideas, or developing substantive initiatives that impact the overall efficiency of the organisation.
AI agents: from using tools to working with intelligent assistants
The first major pillar of the plan is the organisational conversion to an ecosystem of AI agents, an evolution of the traditional use of generative tools. Unlike chatbots, agents are active systems that can execute tasks, connect information and support decision-making, always under human supervision.
In practice, these agents function as specialised assistants for specific areas, created and adjusted by the employees themselves using natural language. Integrated into a corporate platform, they enable the automation of repetitive tasks, the generation of reports, the analysis of information and the improvement of workflows, without losing human control or responsibility for decisions.
This model allows efficiency to be scaled without scaling structures and marks a profound change in the way we work: AI is no longer passive but becomes an active part of everyday life.
Computational thinking: training people to work with AI
Secondly, another key lesson from the pilot is that training is crucial for the sustainable adoption of AI. For this reason, LALIGA has made computational thinking a core competency in its employee plan for the AI era.
Computational thinking involves learning to structure problems, identify patterns, prioritise information and design solutions logically and efficiently, a form of natural language adapted to communication between tools and humans. It is a cross-cutting skill, applicable to any role, that allows employees to interact with AI with judgement and control, understanding its possibilities and limitations.
This approach responds to a clear commitment to workplace upskilling: far from replacing or stunting human capabilities, AI amplifies the value of talent in this scenario, making professionals more autonomous, adaptable and prepared for a constantly evolving job market.
This philosophy is already being translated into support for LALIGA clubs, which have received training and support for adopting tools through the LALIGA Club Office. It is also reflected in the training offered through the LALIGA Business School, which offers a Master's Degree in Digital Transformation and AI in Sport.
Trust, satisfaction and cultural change
The results of the pilot also reflect a significant cultural change. Low confidence in the use of AI fell from 12% to 4%, while moderate or high confidence increased to around 90% of participants. Overall satisfaction with improved productivity and skills rose from an average of 6.9 to 7.6 out of 10, and the percentage of employees with high satisfaction (scores of 8 to 10) grew from 43% to 54%.
These data confirm one of the main lessons learned from the project: when the benefits are visible and adoption is facilitated, fear disappears and the culture evolves naturally.
Javier Gil, Head of AI Adoption and Development at LALIGA, said: "Our goal is not to introduce technology because it is fashionable or irrational, but first to focus on seeing if AI could really help people work better and identify how. The results of the pilot confirmed that when training, human judgement and well-designed AI agents are combined, the impact is real and sustainable, and employees are more satisfied. Thus, the AI transformation plan that we have designed and are already beginning to implement is based on a key learning: AI does not replace people, it makes them more valuable."
Aitor Jiménez, Director of Innovation, Technology and New Business at Grupo Baskonia Alavés, added:
"Artificial intelligence is shaping the future of the sports industry, and at Deportivo Alavés we understand that its use will be key to continuing to grow and compete at the highest level. Its impact will be felt across the entire club: from improving sporting performance and optimising organisational management to creating new ways of connecting with our fans. Artificial intelligence and the opportunities offered by this technology are an essential lever for evolving without losing our identity and thus building a stronger, more innovative club that is better prepared for the future."
Next steps
Following the results of the pilot, LALIGA is now moving towards the scalability of the AI agent model, in collaboration with its technology partners such as Globant, Sportian and Microsoft, and with a clear vision: to lead the transformation from a position of responsibility, always putting people at the centre.
This new working paradigm reinforces LALIGA's position as a pioneer in innovation, not only through its use of advanced technology, but also through its ability to integrate it in a practical, ethical and results-oriented way.
© LALIGA - 2026