{"id":987510792,"date":"2026-03-24T13:58:26","date_gmt":"2026-03-24T12:58:26","guid":{"rendered":"https:\/\/kawaruconsulting.com\/?p=987510792"},"modified":"2026-04-14T09:42:32","modified_gmt":"2026-04-14T07:42:32","slug":"digital-transformation-with-real-guidance-from-the-cornella-administration","status":"publish","type":"post","link":"https:\/\/kawaruconsulting.com\/en\/transformacion-digital-con-ia-guia-real-desde-la-administracion-de-cornella\/","title":{"rendered":"Digital Transformation with AI: A real-world guide from the Cornell\u00e0 administration"},"content":{"rendered":"
Introduction: The myth vs. the reality of AI in government<\/b><\/div>\n
<\/div>\n
In today's technological ecosystem, it seems that any project that doesn't mention Artificial Intelligence (AI) is born obsolete. However, for public administrations, the challenge isn't adopting technology simply because it's trendy, but rather solving chronic problems: staff shortages, disorganized data, and bureaucratic processes that slow down citizen services.<\/div>\n
<\/div>\n
Oscar Toledano (Cornell\u00e0 de Llobregat City Council<\/b>They propose a pragmatic approach. Far from science fiction narratives, their experience demonstrates that AI in the public sector is not meant to replace functions, but rather to enhance human capabilities where they are most needed, transforming decades of unfinished business into agile processes. Technology should not be an end in itself, but rather orchestrated according to organizational culture to close historical efficiency gaps.<\/div>\n
<\/div>\n
Point 1: AI as a human tool, not as a substitute<\/b><\/div>\n
The philosophy applied at Cornell\u00e0 City Council moves away from the fear of job displacement. The implementation of AI agents has focused on detecting bottlenecks and automating repetitive tasks that consume civil servants' time, allowing them to focus on higher value-added work.<\/div>\n
The success of these projects lies in understanding that technology supports internal talent. By using AI agents to solve specific problems, the administration becomes more resilient and capable of responding to the demands of a dense and active city, without dehumanizing public service.<\/div>\n
\u00ab"AI has to be a tool to help us people do our jobs better." \u2014 Jordi Ribalta.<\/div>\n
<\/div>\n
Point 2: The surprising discovery of the "50% No-AI"\u00ab<\/b><\/div>\n
One of the most revealing use cases was the classification of the city council's 40,000 annual incoming records. Initially, it was thought that this volume of documents would require a massive deployment of artificial intelligence. However, the training process revealed a counterintuitive fact: half the work could be handled without AI through some preliminary "house sorting.".<\/div>\n
<\/div>\n
By analyzing the patterns, the team discovered that if a document contained phrases like "PIA Request" (related to dependency) or "ATKP Certificate" (related to IT), a complex language model wasn't needed; a simple logical rule sufficed. This hybrid approach allowed them to:<\/div>\n