encuentros

The recent Meeting Forum between the Government of Spain and the Autonomous Communities has marked a turning point in how public administrations approach digital transformation. For the first time, the debate has not focused on convincing about the importance of data or the need to modernize processes, but on executing a coherent strategy that allows the deployment of AI to take advantage of its full potential. All this highlighting the importance of having a solid database of well-governed data that is useful for citizens.

The conclusions of the meeting, articulated in specialized working groups, outline a roadmap that confirms the maturity reached. Far from focusing solely on technological aspects, the forum has focused on where the challenge really lies: on the cultural, organisational and governance obstacles that will determine the success or failure of this transformation in the coming years. The debate took place in three working tables:

• Table 1: Unlocking the data, from the Standard to the Practice

• Table 2: Orchestration of Data, Symphony or Cacophony of Roles?

• Table 3: Sectoral Data Spaces, the Public Boost to Market Value

In this post we tell you the main conclusions.

Data as a strategic asset: from theory to practice

The starting point of the first table of the forum was to understand that the main challenge to turn data into a strategic asset is no longer technological. Administrations today have robust, stable and capable solutions. The real obstacle is cultural: overcoming the vision of data as a burden and consolidating it as an engine of innovation and public service.

Breaking this inertia, according to the participants in the forum, requires decisive leadership capable of aligning regulatory framework and technological capabilities. And, in this change, artificial intelligence is emerging as the catalyst because it highlights the hidden value of data and, above all, because it cannot function without overcoming the traditional administrative silos that still fragment public information.

One of the most repeated messages at this table was the still widespread fear of sharing information between organizations. The fear of taking responsibility creates barriers that limit the potential of public data. To reverse this situation, the need to combine clear mandates with strong incentives was underlined. It is not enough to order; you have to convince by showing real profits. Attractive  and mutually beneficial use cases are thus revealed as a fundamental tool to foster collaboration.

In relation to this, legal certainty also occupied a large part of the debate. Although it is often used as a reason to stop projects, participants stressed that it should not become an excuse for paralysis. The way forward is to clarify, simplify and harmonise the rules, evolving from an excessively legalistic approach to a model based on trust and the social value generated by the responsible use of data.

In addition, the key role of public-private collaboration was highlighted. Companies don't just bring technology, they can also accelerate innovation if they feel part of a stable and trusted ecosystem. To this end, administrations can offer guarantees of sovereignty and utility, and, in the event of a lack of reciprocity, resort to public procurement regulation to ensure participation.

Coordinating roles so that the orchestra does not go out of tune

On the other hand, the second table addressed one of the great challenges of the Public Administration: coordinating the multiple profiles necessary to manage, protect and exploit data in a context that is increasingly oriented towards AI. Nowadays, any administration can hire the same cloud  platforms or analysis tools. Technology has been democratized. What really sets one organization apart from another is the richness, quality, and governance of its data.

Therefore, for the organization to function as a fine-tuned orchestra, the synchronization of roles is essential. In this sense, the table underlined the need for superior strategic leadership from the figure of the CDO (Chief Data Officer) capable of establishing business priorities and coordinating the team. Its legitimacy must come from the highest levels of the organization, because without this support it is difficult to promote the required organizational and cultural changes. The CDO is not a merely technical role because, in addition, it plays a key role in guiding data governance from the perspective of usefulness and impact.

 The roles traditionally associated with regulatory compliance must also evolve. The Data Protection Officer (DPO) must become a strategic partner, co-responsible for risk and an active participant in decision-making. Only in this way will it be able to accompany the deployment of innovative projects based on data.

One of the most relevant consensuses was the central role of data quality. Although it is often perceived as a barrier that slows down innovation, the reality is just the opposite: quality is a non-negotiable requirement for developing ethical, robust and valid algorithms. AI cannot be built on opaque, inconsistent, or untraceable data without putting public trust at risk.

In addition, the value provided by historically consolidated disciplines within the Administration, such as statistics, cartography or open data, was highlighted. Far from being an anchor that slows down modernization, these specialties are a driver: their integration from the origin of the processes ensures that AI systems are fed with verified, traceable and top-quality data.

In conclusion, the table proposed moving towards multidisciplinary teams where engineers, business experts and legal managers work together throughout the data life cycle, avoiding the traditional compartmentalizations that weigh down digital projects so much.

Sectoral Data Spaces: from public impetus to the real market

The third table focused its analysis on a key element for the European data economy: the Sectoral Data Spaces. The Spanish public administrations showed a firm commitment to these developments, betting on a role of  promoters, facilitators and guarantors of trust.

The message was direct: these spaces must evolve towards sustainable business models. Public subsidies can serve as an initial impetus, but they cannot sustain projects that do not generate real value for the market. Demand, and not just the supply of funding, must validate the viability of these initiatives in the medium term.

One of the challenges identified is the scaling up of projects that are born in regional areas to national dimensions. To achieve a significant impact, a shared vision and close collaboration between Autonomous Communities (ACs) is essential, something that the Forum has reinforced precisely with this type of meeting. One of the key objectives of the Artificial Intelligence Strategy 2024 and the recent Data Union Strategy is for SMEs to be actively involved. To do this, you need to simplify technical barriers and communicate the value proposition clearly, in a business-oriented language rather than a technicality.

Finally, an optimistic message was delivered about talent. Although there is concern about the ability of the public sector to attract and retain specialized profiles in competition with the private sector, the table rejected the idea of resignation. The Administration is not condemned to a secondary role if it is able to strengthen and enhance its internal talent. Digital transformation requires leadership from the public sphere, and this leadership is possible with the right structures, opportunities for growth, and a shared vision.

Conclusion: a qualitative leap towards maturity

The 2025 Autonomous Communities Forum has served to consolidate a collective and mature vision of the role of data in the Administration. Overcoming silos, coordinating roles, simplifying standards, guaranteeing data quality and generating sustainable business models are essential steps for AI and the data economy to generate real value for citizens.

Spain is moving towards a model in which administrations stop focusing on the tool, to focus on utility; A model where collaboration – between agencies, with the private sector and between territories – is the key to unlocking the true potential of public data.