My professional association with the University of Castilla-La Mancha (UCLM) began upon completing my degree in Business Administration and Management at that very university. I was particularly interested in understanding how people make decisions, how their needs evolve, and how organisations can build lasting relationships with their customers. Marketing brought all these questions together and offered me a combination that has always appealed to me: analytical skills and an understanding of human behaviour.<\/p>\n\n\n\n
University also allowed me to discover that research is a very stimulating way of learning. An initial question leads to others, forces us to challenge what we think we know, and teaches us to observe reality from different perspectives. That curiosity gradually steered my career towards marketing and market research. Tourism eventually became one of my main areas of specialisation because it brings together an extraordinarily diverse range of elements: businesses, technology, people, culture, the local area and international relations. Behind every journey lie economic decisions, but also expectations, emotions, trust and a search for experiences that hold personal significance for each individual.<\/p>\n\n\n\n
My doctoral thesis focused on travel agencies and the relationship between technology and customer service. It analysed the extent to which technological channels could replace or complement the relationship with professionals. This allowed me to explore an idea that still resonates with me today: technology transforms processes, but trust, advice and personalised service retain their essential value. Over time, that initial approach broadened to encompass the digital transformation of businesses and the smart management of destinations. However, the underlying theme remains the same: understanding how to generate value and how to ensure that value reaches people.<\/p>\n\n\n\n
You\u2019ve gone from being a lecturer in Marketing and Market Research to a professor. How has your understanding of the university and its relationship with the tourism sector evolved over the years?<\/strong><\/p>\n\n\n\n At the start of my academic career, much of my effort was focused on learning how to conduct research and teach with rigour. Preparing a lesson, designing a research project or mentoring a student requires a great deal of work, especially when you are establishing your own academic identity. Over the years, my understanding of the university has broadened to encompass a responsibility that I consider fundamental: linking knowledge to the needs of society.<\/p>\n\n\n\n Teaching and research are of enormous value in their own right, but their impact is amplified when they engage with businesses, public authorities and local communities. In tourism, this connection is particularly essential because changes are constant and because decisions affect many stakeholders simultaneously. A business innovation can alter the visitor\u2019s experience; a decision regarding tourism provision can have consequences for employment, transport or daily life in a local authority. I have also learnt that knowledge transfer is a relationship of mutual learning. Businesses and professionals provide an understanding of the real world that is difficult to obtain solely from a database or a review of the literature. Listening to them helps us to ask better questions and carry out more useful research. Becoming a professor brought me enormous satisfaction and recognised many years of dedication. It also strengthened my sense of responsibility: to train people to think critically, to support those just starting out, and to help ensure that research has an impact beyond a single publication.<\/p>\n\n\n\n Today, I see the university as a place that must preserve its independence and critical thinking, whilst maintaining an open relationship with the wider community. In the tourism sector, we need precisely that combination: rigorous knowledge, a long-term perspective and the ability to tackle specific problems.<\/p>\n\n\n\n Between 2019 and 2022, you were a Distinguished Researcher and carried out a great deal of research. What role has research played in the way you analyse changes in tourism?<\/strong><\/p>\n\n\n\n Research has shaped the way I think and work. It has taught me to ask questions before providing answers, to distinguish between an impression and evidence, and to recognise that a single reality can have different explanations. In a sector as dynamic as tourism, this discipline is particularly valuable. New trends, technologies and business models are constantly emerging. Some bring about profound changes; others attract a great deal of attention for a while but subsequently have limited application. Research helps us to understand what is changing, who it affects, under what conditions and with what consequences.<\/p>\n\n\n\n My career has focused particularly on digital transformation through the use of smart technologies, consumer behaviour, innovation and the competitiveness of businesses and destinations. In these areas, I have found that results depend as much on technology as on the capabilities of organisations. Team development, leadership, internal coordination and a willingness to learn can determine whether the same tool works in very different ways. I have also learnt to pay attention to the less visible effects. An action may improve one indicator whilst, at the same time, creating difficulties in another area. That is why I am interested in an evaluation that enables us to understand the relationships between business outcomes, the tourist experience and regional impact.<\/p>\n\n\n\n In my role within the Administration, I try to apply this approach: clearly defining problems, setting objectives and using information that helps to evaluate decisions. The evidence must be considered in the context of the legal framework, the available resources and the sector\u2019s needs. For me, rigour also means acknowledging what we do not yet know. This approach enables us to make corrections, learn and take better-informed decisions.<\/p>\n\n\n\n Your career has a very strong international dimension, with a long-standing association as a Marie Curie Fellow at San Diego State University. What did that experience in the United States bring you, both professionally and personally?<\/strong><\/p>\n\n\n\n The Marie Sk\u0142odowska-Curie fellowship was one of the major turning points in my career. It enabled me to carry out research in a demanding international environment, learn about other forms of academic organisation, and expand my network of contacts with researchers and professionals from different countries. San Diego State University gave me the opportunity to see how knowledge, business activity and the needs of local communities interconnect from a different perspective. Working abroad forces you to explain your ideas more clearly, review your assumptions and realise that there are different ways of tackling the same problem.<\/p>\n\n\n\n From a scientific point of view, it was a period of methodological learning and broadening my horizons. International collaboration allows you to combine knowledge and experience that you would struggle to gather whilst always working within the same environment. It also teaches you how to build joint projects with people who have different priorities and ways of working.<\/p>\n\n\n\n On a personal level, living in another country requires adaptability, independence and a willingness to start afresh in many respects. You learn to live with uncertainty and to appreciate the support of those around you. That experience broadens your perspective and makes you more aware of the importance of listening before drawing conclusions. It also allowed me to observe my own environment with a certain degree of detachment. Being abroad helps you recognise strengths that we sometimes take for granted, and to identify practices that could be improved. From that period, I have retained knowledge, connections and a conviction that remains very much with me: international openness is a source of lifelong learning. I now try to apply that perspective to my public duties, seeking out useful insights and always assessing how they can be adapted to the reality of Andalusia.<\/p>\n\n\n\n You have also been a Research Fellow at the European Travel Commission. What did you learn from working with an organisation that looks at tourism from a European and destination-based perspective?<\/strong><\/p>\n\n\n\n The European Travel Commission enabled me to approach tourism from a broader perspective, encompassing cooperation between destinations, market intelligence and international strategy. It was a highly valuable experience that allowed me to link my research work to the needs of organisations that must interpret changes and guide decision-making.<\/p>\n\n\n\n One of the most important lessons learnt was understanding the diversity that lies behind broad tourism assessments. We can talk about European trends, but their effects vary depending on connectivity, the business landscape, the maturity of the destination or its geographical characteristics. A useful strategy needs to recognise these differences. I was also able to gain a deeper understanding of the value of cooperation. Destinations compete, but they share challenges and can learn from one another. Sharing knowledge, methodologies and information improves responsiveness and prevents each region from having to start from scratch. Market intelligence becomes meaningful when it helps us decide: what visitor profiles we want to attract, what their needs are, how their behaviour is evolving, and what experiences each destination can offer in a way that is consistent with its resources. That experience reinforced my interest in linking market insight with destination management. The promise communicated to the visitor must match the experience they subsequently encounter and the destination\u2019s capacity to sustain it.<\/p>\n\n\n\n In Andalusia, I believe this approach is particularly useful given our diversity. We have a well-recognised brand and an extraordinary variety of destinations. The challenge lies in establishing a shared vision that allows us to capitalise on this strength whilst, at the same time, developing the opportunities offered by each region. Cooperation can help us to maximise the impact of this diversity.<\/p>\n\n\n\n Since 2022, you have been involved as an independent expert on smart tourism in the European Commission\u2019s Smart Tourism Destinations project. What differences do you see between talking about a \u201csmart destination\u201d and actually ensuring that this \u2018smartness\u2019 translates into better decisions?<\/strong><\/p>\n\n\n\n The difference lies in the ability to use knowledge to take action. A destination may have platforms, sensors and dashboards, yet still struggle to solve its problems if that information does not reach the decision-makers or is not incorporated into management processes.<\/p>\n\n\n\n My experience with European destinations has shown me that the challenges are often both technological and organisational. We may have data scattered across different departments, indicators that are updated at different frequencies, or teams that lack the time and training to interpret the information. That is why I believe it is essential to start by identifying the decisions we need to improve. If a destination wishes to manage mobility more effectively, understand the pressure on certain areas or boost economic activity over a longer period, it must identify what information it needs, who can provide it and what action might result from it. Next, responsibilities must be established. Who validates the data? Who interprets it? How often is it reviewed? Who can trigger a response? These governance issues are crucial to ensuring that tourism intelligence is useful. In my work with Andalusian destinations such as Seville, M\u00e1laga and the Sierra de Cazorla, I have encountered very different realities. This diversity confirms the need to adapt solutions to the capabilities and priorities of each location.<\/p>\n\n\n\n For me, a smart destination is one that learns continuously. It observes, shares information, makes decisions, evaluates and makes adjustments. Its intelligence is evident in tangible improvements: more accessible services, better planning, businesses that are more adaptable, and a more balanced relationship between tourism and local life.<\/p>\n\n\n\n You are a member of the Global Young Academy and the Young Academy of Spain, as well as Science in the Government. How important is it to you to bring science and academic knowledge into public decision-making?<\/strong><\/p>\n\n\n\n This is one of the issues that has most shaped my career in recent years. My involvement in national and international scientific networks has enabled me to share ideas with researchers from a wide range of disciplines and to gain a better understanding of the contribution that knowledge can make to tackling major social challenges. Science provides methods for formulating questions, testing hypotheses, identifying relationships and evaluating results. This capacity can be of great assistance to public administration, particularly when decisions are complex and there are differing interests, needs and consequences. Bringing science and public policy closer together requires effort on both sides. As researchers, we must learn to communicate our findings in an accessible way, explain their limitations and provide relevant knowledge within the timeframe required for decision-making. Institutions, for their part, need channels through which to articulate their needs and make use of the available evidence. My interest in these issues also led me to explore scientific diplomacy in greater depth and to further my studies in Diplomacy and International Relations. I am particularly interested in how to build bridges between fields that have different languages, responsibilities and working rhythms.<\/p>\n\n\n\n In tourism, this collaboration holds enormous potential. Universities can contribute to the analysis of business activity, the development of destinations, the effects of regulation, and the needs of residents and visitors. To make the most of this knowledge, it is important to work with clearly defined questions and monitoring mechanisms. In my current role, I am motivated to contribute to this connection. Evidence can improve the quality of decision-making, provided this is always part of a process that also takes into account legality, feasibility and the public interest. My aim is for this knowledge to be integrated at every stage, from identifying the problem through to evaluating the results.<\/p>\n\n\n\n You have worked for years in fields related to technology, innovation, data and tourism. Looking back over your career, which developments do you consider to be truly transformative, and which ones have generated more hype than tangible results?<\/strong><\/p>\n\n\n\n Digitalisation has profoundly transformed the relationship between visitors, businesses and destinations. It has changed the way people search for information, compare options, make bookings, share experiences and rate services. It has also opened up opportunities for small businesses to reach markets that were previously difficult for them to access. Another highly significant development is the ability to analyse information from diverse sources and gain a better understanding of tourist behaviour. This can help to tailor services, identify needs, anticipate changes and make better use of resources. However, the potential of a technology and its actual usefulness are two different matters. We have seen projects involving highly sophisticated developments that subsequently prove of little use because they do not address a priority need, do not integrate into day-to-day work, or require capabilities that the organisation does not yet possess.<\/p>\n\n\n\n It may also be the case that a great deal of attention is paid to the launch, and less to maintenance. A platform needs up-to-date information, responsible people and resources in order to evolve. The sustainability of a project must be considered from the outset.<\/p>\n\n\n\n That is why I prefer to assess each development on the basis of its specific application. I am interested in knowing what problem it solves, who uses it, how much effort it requires and what improvements it brings about. A simple solution can have an extraordinary impact if it is well suited to its users. I believe that the most profound transformation occurs when technology is accompanied by organisational changes: teams sharing information, companies reviewing their processes, and public authorities evaluating their performance. That is where innovation begins to yield lasting results.<\/p>\n\n\n\n Artificial intelligence is now a major topic of discussion within the sector. Based on your research experience, where do you see applications with real potential for businesses and tourist destinations?<\/strong><\/p>\n\n\n\n I see enormous potential in applications that help to carry out specific tasks and improve decision-making. In the tourism sector, they can help analyse enquiries, identify recurring needs, organise information, support customer service in multiple languages, or streamline time-consuming administrative tasks. For SMEs, one of the most interesting opportunities is to free up their teams\u2019 capacity. In many businesses, the same staff handle customer enquiries, manage bookings, prepare content and resolve issues. Having the right tools can enable them to focus more on service quality and the development of their business.<\/p>\n\n\n\n In tourist destinations, artificial intelligence can support demand analysis, pattern detection, scenario planning and the identification of management needs. It can also make complex information more accessible to different types of users. However, its usefulness depends on several factors. We need suitable data, clear objectives and people capable of reviewing the results. It is important to know a tool\u2019s margin of error and which decisions require professional oversight. I am also concerned that differences in resources might lead to differences in opportunities. Small businesses and local authorities with limited technical capacity need support to select useful solutions, understand their costs and assess whether they are delivering value.<\/p>\n\n\n\n My approach is very practical: start with manageable applications, learn from using them, and build on what works. In tourism, artificial intelligence can enhance people\u2019s ability to serve, understand and support others. Hospitality and professional judgement will continue to be crucial to the visitor\u2019s experience.<\/p>\n\n\n\n You have also co-directed the \u201cTierra de Gigantes\u201d University\u2013Business Forum. What have you learnt from that direct relationship between the university and the business world, and what still needs to be done to bring these two worlds closer together?<\/strong><\/p>\n\n\n\n The \u2018Aula Tierra de Gigantes\u2019 programme enabled me to work on establishing a very direct link between university knowledge and the local context. This close connection is particularly valuable because it forces us to be specific: to identify what a local authority needs, what challenges its businesses face, and what contribution the university can make.<\/p>\n\n\n\n In rural areas, this adaptation is essential. There is great potential linked to heritage, culture, the landscape and local identity, but there are also constraints in terms of staff, resources and technical capacity. Projects must take these conditions into account from the outset. One of the key lessons learnt was the importance of listening. Through research, we can propose tools and approaches, but we need to understand how day-to-day work is organised, what priorities professionals have and what realistic possibilities exist for sustaining an initiative. I also learnt that trust is built through continuity. Collaboration improves when there is a stable relationship, commitments are honoured and people can appreciate the value of the work carried out. This continuity paves the way for new questions and projects to emerge.<\/p>\n\n\n\n To bring universities and businesses closer together, we need mechanisms that are clear and accessible, particularly for SMEs. Knowing who to turn to, how to articulate a need and what to expect from a collaboration remains important. I also believe it is necessary to recognise the time required for knowledge transfer. Turning a scientific finding into a useful application requires adaptation, communication and follow-up. That experience reinforced my commitment to a way of working that I try to maintain: defining shared objectives, developing proportionate actions and evaluating their results with those who will use them.<\/p>\n\n\n\n Having spent most of your career in academia, science and on the international stage, what led you to make the move into public administration and take up the post of Director-General for Tourism and Hospitality Planning?<\/strong><\/p>\n\n\n\n It was a significant decision because it involved a professional and personal change after many years at university. I had reached a stage of stability, having built a career centred on teaching, research and international collaboration. Taking this step meant taking on new responsibilities and learning to work from a different perspective. What appealed to me most was the opportunity to contribute directly to the application of ideas and knowledge I had been working on for years. I had collaborated with companies, public authorities and destinations, and I knew the effort required to turn an analysis into concrete action.<\/p>\n\n\n\n The Directorate-General offered me the opportunity to explore this path in greater depth from the perspective of public administration. Tourism planning is closely linked to issues that are of particular interest to me: the evolution of the sector, the quality of services, legal certainty, the modernisation of procedures, and the relationship between economic activity and the local area. I was also excited by Andalusia\u2019s diversity and the chance to work with an extraordinarily rich business community and range of destinations. That diversity requires listening to and understanding different situations, from large cities to small towns, and from well-established companies to professionals operating on a very small scale.<\/p>\n\n\n\n I am aware that the Administration has its own procedures and that a proposal must fit within a framework of competences, legal requirements and budgetary constraints. This responsibility requires us to combine ambition with realism. I have taken on this role with a commitment to public service, a willingness to learn and a desire to contribute. My academic background continues to shape the way I work: observing, asking questions, cross-checking and seeking solutions that can be of practical use.<\/p>\n\n\n\n Which part of all that experience \u2014 university, research, business, the European Commission, different roles, technology \u2014 do you think might prove most useful now in your new role?<\/strong><\/p>\n\n\n\n I believe the main contribution lies in combining these experiences and in the ability to draw connections between them. Each field has taught me to look at a different aspect of tourism-related issues.<\/p>\n\n\n\n University has given me a disciplined approach to work, analytical skills and experience in training others. Research has taught me how to formulate questions, interpret results and recognise the limitations of the available information. Working in an international environment has enabled me to learn about other ways of organising and to assess what we can learn from them.<\/p>\n\n\n\n Collaborating with businesses and destinations has provided me with essential practical insight. A proposal may be very well-founded, yet still require significant adjustments so that a small business or a local council can implement it. Understanding these circumstances helps in devising more effective measures.<\/p>\n\n\n\n In my current role, this background can help to link regulatory modernisation with the sector\u2019s needs, simplification with the quality of procedures, and tourism intelligence with concrete decisions. I also believe it is important to help different specialist areas work together. Legal, technical, technological and business teams view problems from complementary perspectives. Finding a common language greatly facilitates the progress of projects.<\/p>\n\n\n\n I am particularly keen to promote a management approach with clear objectives and monitoring mechanisms. Data can help us understand where we stand and what results we are achieving, provided it is relevant and manageable. Ultimately, I hope to bring the ability to listen, to organise complex problems and to link knowledge with action, drawing on the expertise of government teams and those who work in the tourism sector on a daily basis.<\/p>\n\n\n\n You have spent your career in high-level academic, scientific and institutional settings. How have you seen the presence of women in these settings evolve, and what barriers do you think still exist?<\/strong><\/p>\n\n\n\n I have seen significant progress in the representation of women in research, academia, business and institutions. Today there are a wide variety of role models, and this visibility broadens the possibilities that younger generations envisage for their own futures.<\/p>\n\n\n\n At the same time, I believe we must still pay attention to how opportunities are distributed and what conditions enable people to develop a career. Access to positions of responsibility depends on preparation and hard work, but also on the opportunity to take part in projects, build professional networks and meet certain requirements in terms of mobility and commitment.<\/p>\n\n\n\n Work-life balance and shared responsibility remain important issues. Certain stages of a career involve enormous pressure, and personal and family circumstances can affect one\u2019s ability to make the most of opportunities. That is why it is important for organisations to review their dynamics and foster environments in which talent can flourish. I also believe it is necessary to reflect on how we recognise leadership. Listening, building teams, supporting others and reaching agreements are skills of great value that should be recognised alongside other achievements.<\/p>\n\n\n\n Throughout my career, I have met women with extraordinary skills and a remarkable capacity for hard work. Highlighting their contributions helps to broaden our perspectives and recognise the diversity of paths that lead to leadership roles. Personally, I would like my experience to encourage other women to explore their potential, even when this involves challenging changes. Every journey is different, but having opportunities, support and recognition can make a significant difference.<\/p>\n\n\n\n Over such a long career, there are always people, decisions and moments that leave their mark. Which ones have been particularly important in shaping the way you work, conduct research and lead?<\/strong><\/p>\n\n\n\n My career has been closely linked to the people from whom I have learnt and with whom I have worked. The University of Castilla-La Mancha has been a fundamental part of my life: it is there that I have developed as a lecturer and researcher, and shared projects, responsibilities and learning experiences with colleagues and students.<\/p>\n\n\n\n Teaching leaves a special mark. Explaining something forces you to understand it better, and pupils\u2019 questions can make you re-examine assumptions you had taken for granted. Witnessing their progress also serves as a reminder of the responsibility we bear as those involved in educating others.<\/p>\n\n\n\n My international experience was another turning point. Working in the United States and in Brussels, amongst other places, broadened my horizons and helped me develop a greater ability to adapt. I learnt to find my feet in different environments and to value collaboration with people from different backgrounds.<\/p>\n\n\n\n My contact with businesses and destinations has also had a significant influence on the way I work. Listening to those who run a business or a local authority gives you an insight into the effort that goes into every decision and forces you to think of feasible solutions.<\/p>\n\n\n\n Now, taking on responsibility in Andalusia marks the start of a new learning phase. I am getting to know teams, procedures and needs from a different perspective, whilst being mindful that public decisions have consequences and require rigour. When it comes to leadership, I am placing ever greater importance on listening, explaining things clearly and building trust. A team needs guidance, clearly defined responsibilities and the space to contribute their expertise. I am keen to develop a way of working in which people can raise issues and help to resolve them. The different stages of my career have taught me to remain curious and to recognise just how much one learns when working with others.<\/p>\n\n\n\n If you look ahead, even beyond your current responsibilities, which aspects of tourism, innovation or society continue to spark your curiosity and make you want to keep learning?<\/strong><\/p>\n\n\n\n I am particularly interested in how technology is changing our decisions and our relationships. Artificial intelligence raises questions about how we search for information, choose a journey, organise a business or provide a public service. I want to continue to understand these transformations and their implications for people and regions.<\/p>\n\n\n\n I am also concerned about how destinations evolve and how to assess their development. Tourism generates economic opportunities, but to fully understand its contribution we also need to look at the quality of employment, the activity of local businesses, the use of resources and the experience of those who live in those places. I see this as a vast area for learning: how to design indicators that aid decision-making, how to interpret different realities, and how to use that knowledge to guide actions that can be evaluated.<\/p>\n\n\n\n The relationship between science, diplomacy and public policy continues to arouse great curiosity in me. Many of today\u2019s challenges require international cooperation and the ability to bring together knowledge from different disciplines. I am interested in how these relationships are forged and how they can be sustained over time.<\/p>\n\n\n\n I also want to continue learning about organisations: how they create the conditions for innovation, how they incorporate new knowledge, and how they support their teams through change processes. Transformation depends heavily on these capabilities. Above and beyond any specific tool, I remain interested in people: their motivations, their ability to adapt, and the way they collaborate. That curiosity was one of the reasons I got into marketing, and it remains a driving force in my work. I would like the different stages of my career to maintain that continuity: learning, sharing what I have learnt and helping to ensure that knowledge is put to good use for society.<\/p>\n\n\n\n For further information on her institutional responsibilities, please see the Official appointment of Estrella D\u00edaz S\u00e1nchez in the BOJA<\/a>. Discover other conversations at In the First Person<\/a>.<\/p>","protected":false},"excerpt":{"rendered":" Estrella D\u00edaz S\u00e1nchez reflects on research, smart tourism, innovation and her new role on the Regional Government of Andalusia.<\/p>","protected":false},"author":1,"featured_media":5745,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17],"tags":[],"class_list":["post-5746","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-en-primera-persona"],"_links":{"self":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5746","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/comments?post=5746"}],"version-history":[{"count":9,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5746\/revisions"}],"predecessor-version":[{"id":5834,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5746\/revisions\/5834"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/media\/5745"}],"wp:attachment":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/media?parent=5746"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/categories?post=5746"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/tags?post=5746"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"Estrella](\"https:\/\/sinergiaskal.com\/wp-content\/uploads\/2026\/11\/Premios-Innovacion-CLM.webp\")
Smart tourism, data and innovation<\/h2>\n\n\n\n
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![\"Estrella](\"https:\/\/sinergiaskal.com\/wp-content\/uploads\/2026\/11\/conferencia.webp\")
From research to public administration<\/h2>\n\n\n\n
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