LALIGA Presents Early Results From Internal AI Transformation Programme.

Roger Hampel

Image: LALIGA

LALIGA has outlined the first concrete outcomes of its artificial intelligence strategy, presenting an internal operating model built around AI agents and employee training in computational thinking after completing a pilot programme during the 2024/25 season.

The initiative follows the AI roadmap announced in November and the league’s collaboration with Globant, and is positioned as an organisational transformation rather than a standalone technology deployment.

Internal Pilot Used to Measure Operational Impact LALIGA

During the 2024/25 season, LALIGA ran a pilot involving employees from multiple departments to assess the practical effects of AI adoption in daily work. The programme combined structured training with voluntary use of AI tools and was evaluated using anonymous surveys conducted before and after the pilot.

The initial survey collected 108 responses, while the post-pilot survey recorded 151 responses using the same core questions to enable direct comparison. According to the data released by LALIGA, the proportion of employees using AI tools in their daily work increased from 25% to 60.9%, while frequent usage (daily or several times per day) rose from roughly 33% to 72%.

Reported Efficiency Gains and Time Savings

LALIGA’s data indicates changes in how employees perceive task complexity and time allocation. The share of respondents who said AI made their work “much easier” increased from 22.2% to 35.8%, while those reporting a significant improvement in work quality rose from 13.1% to 27.2%.

Time savings were also reported. Employees stating they saved “a lot of time” nearly doubled from 20.4% to 39.1%, and those saving between two and four hours per week increased from 20.4% to 33.1%. The group reporting no time savings fell to 2%.

Shift From Tools to AI Agents

A central element of the plan is the move from isolated AI tools toward AI agents—systems designed to execute specific tasks, connect data sources and support decision-making under human supervision.

According to LALIGA, these agents are intended to be created and adapted by employees themselves using natural language, and embedded within a corporate platform. Use cases include report generation, information analysis and workflow automation, with responsibility for decisions remaining with staff. The league describes the model as a way to scale efficiency without proportionally expanding organisational structures.

Computational Thinking as a Core Skill

Alongside AI agents, LALIGA has identified computational thinking as a core competency for sustainable adoption. Training focuses on structuring problems, identifying patterns, prioritising information and interacting with AI systems with judgement and control.

The league has positioned this as a cross-functional skill applicable beyond technical roles, and says the approach is already being extended to clubs through the LALIGA Club Office and educational programmes offered via LALIGA Business School.

Management Perspective

Javier Gil, Head of AI Adoption and Development at LALIGA, said the emphasis was on measurable impact rather than technology adoption for its own sake:

“Our goal is not to introduce technology because it is fashionable, but to understand whether AI can genuinely help people work better and how. The pilot confirmed that when training, human judgement and well-designed AI agents are combined, the impact is real and sustainable.”

Next Phase: Scaling the Model

Following the pilot, LALIGA plans to scale the AI agent framework across the organisation, working with technology partners including Globant, Microsoft and Sportian. The league stated that further rollout will continue to prioritise governance, human oversight and measurable outcomes.