","thumbnail_url":"https://s2.dmcdn.net/v/aZa5S1fu5PI24veTq/x240","thumbnail_width":427,"thumbnail_height":240,"_id":"https://dai.ly/xa557bw"},"referent":{"id":"https://dai.ly/xa557bw","provider":"https://www.dailymotion.com/services/oembed?url=","referent_properties":{},"service":"oembed","type":"dailymotion"}},{"_id":"C65TINRYARGBRFYHN4XAHGBNN4","additional_properties":{},"content":"“Creemos que la estrategia de la IA es clave para una ciudad. Y, particularmente, Buenos Aires es la gran ciudad de la innovación de América latina“, afirmó Hernán Lombardi, ministro de Desarrollo Económico porteño. “Con Jorge Macri siempre decimos que el que no innova se queda atrás; entonces hay que hacerlo\", agregó.","type":"text"},{"_id":"6XLZHM4UORDDTE2B2L7WO5JL4M","additional_properties":{},"content":"La IA como oportunidad estratégica","level":2,"type":"header"},{"_id":"XPYXHI6YCZFYRECFCLBXVGITZ4","additional_properties":{},"content":"En ese marco, definió a la tecnología como una oportunidad. “La IA es probablemente la gran oportunidad tecnológica, científica y de cambio cultural que se ofrece hoy a las empresas y a los ciudadanos\", sostuvo. “Uno cuando tiene una gran oportunidad tiene dos opciones: puede tenerle miedo, pensando que va a destruir empleos, o bien pensar cómo esta herramienta puede usarse a favor de uno“, planteó.","type":"text"},{"_id":"3G4SI4BR4JHM5O2HFYJH2M6H6U","additional_properties":{},"content":"“Ese es nuestro gran desafío: usar el cambio tecnológico más importante del siglo XXI a favor de las pequeñas y medianas empresas, de los ciudadanos, para mejorar la productividad de las economías\", explicó. Sobre las resistencias, señaló: “Se le tiene miedo a lo desconocido. Nadie conoce las dificultades que tienen los cambios, pero tampoco se puede tener el sol con la mano“.","type":"text"},{"_id":"TV4SL6Q3N5HC3CCNSSX3BH75LQ","additional_properties":{},"content":"Un cambio cultural profundo","level":2,"type":"header"},{"_id":"CR4IWRDGHZDTZNCCWSA7XN2R7E","additional_properties":{},"content":"“Es un cambio cultural, tecnológico y en el modo de hacer y va a tener repercusiones en cómo funciona el cerebro de los seres humanos\", agregó.","type":"text"},{"_id":"EM25TKFC3JAQ5JMCLXHYZS244U","additional_properties":{},"content":"Lombardi también vinculó el fenómeno con otros hitos tecnológicos. “Un gran punto de quiebre que cambió el paradigma de la educación fueron los entornos gráficos, como cuando apareció Windows y después internet”, dijo. “Estos demostraron que tal vez el ensayo y error era más eficaz y eficiente. Lo mismo pasó con Google después\", señaló. Sin embargo, resaltó que “la verdadera sabiduría, la verdadera inteligencia reside en saber utilizar estas herramientas sin perder lo que ya tenemos y sabemos“.","type":"text"},{"_id":"33KU2CRDENC75PEFKCGNNPNWPU","additional_properties":{},"content":"El distrito de IA y la reconversión del microcentro","level":2,"type":"header"},{"_id":"RAF2CFD2BVCCVCFR5LINBZFHIU","additional_properties":{},"content":"En paralelo, el Gobierno porteño avanza con iniciativas concretas. “Mandamos a la Legislatura un distrito de Inteligencia Artificial coincidente con los límites del microcentro, una zona que quedó muy afectada, sobre todo después de la pandemia\", explicó. “Generamos un doble efecto: por un lado mejoramos lo territorial y a su vez estamos muy entusiasmados para que muchas empresas jóvenes y medianas se instalen en el microcentro“, agregó.","type":"text"},{"_id":"ZKNKX63SJJAS7KRTURJDRAEXXU","additional_properties":{},"content":"“No es solo que no cobramos impuestos de la ciudad, sino que se pueden implementar diferentes tecnologías en esa zona“, detalló y afirmó: “Hay inversión pública para transformarlo en un gran centro de innovación. Nuestro objetivo es que hasta la última pequeña empresa entienda el potencial de la IA“, planteó. Además, remarcó que la apuesta oficial también busca generar empleo, atraer inversiones y acelerar la adopción tecnológica en sectores que todavía tienen mucho margen para modernizarse.","type":"text"}],"content_restrictions":{"content_code":"free-access"},"created_date":"2026-04-15T18:21:56.870Z","display_date":"2026-04-15T22:00:00Z","first_publish_date":"2026-04-15T22:00:00Z","headlines":{"basic":"La Ciudad impulsa la IA como eje productivo y busca llevar empresas al Microcentro","meta_title":""},"label":{"free":{"display":true,"text":"AI Summit"}},"last_updated_date":"2026-04-16T10:55:29.829Z","promo_items":{"basic":{"_id":"2PEQIP3ZFRBJVNDACMMTEAQUUU","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/2PEQIP3ZFRBJVNDACMMTEAQUUU.JPG?auth=22296441bfb0e5a45b82ab45c67b0c0d201108b6305cbba982d6a8c9405d9d99","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"11. 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Y lo lanzó en modalidad open source, es decir, libre para que todo el mundo pueda usarlo, como modelo abierto de investigación.","type":"text"},{"_id":"ASCLKD24LZEY7IQK62IWYPR7CI","additional_properties":{},"content":"¿Por qué debería preocuparme? Vivimos en una época en la que la tecnología dejó de ser una herramienta pasiva para convertirse en un sistema activo de interpretación humana. Durante años, las plataformas digitales aprendieron a observarnos: qué clickeamos, cuánto tiempo miramos una pantalla, qué evitamos, qué nos incomoda. Eso fue apenas el primer paso. Hoy estamos en una fase mucho más sofisticada, donde no solo se observa el comportamiento, sino que se entrena a las máquinas para comprenderlo, anticiparlo y, potencialmente, influir de forma cada vez más precisa. Y para entender cómo llegamos hasta acá, hay tres piezas clave que vale la pena explicar sin necesidad de un doctorado en inteligencia artificial: RLHF, Alpha Persuasion y, ahora, Tribe v2.","type":"text"},{"_id":"A6SRIT425FG7JBT6C3DP6AQCGY","embed":{"config":{"tab":"noticia-interna","url":"/columnistas/aparecen-respuestas-creativas-dentro-del-molde-libertario/"},"id":"custom_powerup_1775670964087","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"2DQPBZIA5RFGZATPVAQDKHEKXE","embed":{"config":{"tab":"noticia-interna","url":"/negocios/vender-o-desaparecer-la-nueva-regla-de-los-negocios/"},"id":"custom_powerup_1775670900088","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"3YPI352FSJH3HGPHWXGZD2JB3Y","additional_properties":{},"content":"Empecemos por RLHF, Reinforcement Learning from Human Feedback, que en español suena menos intimidante si lo traducimos como “aprendizaje por refuerzo a partir de feedback humano”. En términos simples, es el mecanismo mediante el cual los modelos de inteligencia artificial aprenden qué está “bien” y qué está “mal” según el criterio humano. No nacen sabiendo responder correctamente ni siendo útiles; aprenden porque miles de personas evalúan sus respuestas y les dicen, explícita o implícitamente, qué tipo de comportamiento es deseable. Si el modelo responde de forma clara, útil o empática, recibe una especie de recompensa matemática. Si responde mal, se penaliza. Con el tiempo, ese sistema va moldeando el comportamiento del modelo para alinearlo con expectativas humanas. Dicho de otra manera, RLHF es lo que convierte a una inteligencia artificial cruda en algo que parece entendernos, ayudarnos y hasta “caernos bien”.","type":"text"},{"_id":"5WUBCRHTCJAWHLTBHQZXBBATKA","additional_properties":{},"content":"Hasta acá, todo bastante inocente. Queremos máquinas que no sean inútiles ni peligrosas. El problema empieza cuando entendemos qué significa realmente “alinear con lo humano”. Porque no existe una única forma de ser humano. Lo que RLHF hace no es alinearse con “la humanidad”, sino con una versión específica de ella: la que fue etiquetada, valorada y premiada durante el entrenamiento. Y ahí aparece la primera grieta. Si podés entrenar un sistema para que responda mejor, también podrías entrenarlo para que persuada mejor. Y ahí entramos en el segundo concepto.","type":"text"},{"_id":"M3TXBRKR2RD35PGFF2PBXOAQ4Q","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg?auth=0f6dd5460a2b7de43f82e401e7ec4749ccac0eb2deeb59839fef09c903099723","galleries":[],"keywords":[],"mime_type":"image/jpeg","originalName":"ia-prompt-HKHZGIW2LVELTJSXLQOGC5X2JE.jpg?auth=19268d39cd7d1175a069904eaff36b1812d55dd9e7c04c9b4dfe3e5dda6492e9&smart=true&width=800&height=450&quality=70","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg","proxyUrl":"/resizer/v2/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg?auth=0f6dd5460a2b7de43f82e401e7ec4749ccac0eb2deeb59839fef09c903099723","published":true,"resizeUrl":"/resizer/v2/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg?auth=0f6dd5460a2b7de43f82e401e7ec4749ccac0eb2deeb59839fef09c903099723","restricted":false,"thumbnailResizeUrl":"/resizer/v2/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg?auth=0f6dd5460a2b7de43f82e401e7ec4749ccac0eb2deeb59839fef09c903099723&width=300","version":1,"alt_text":"Fechas de inscripción","link":""},"address":{},"alt_text":"Fechas de inscripción","auth":{"1":"0f6dd5460a2b7de43f82e401e7ec4749ccac0eb2deeb59839fef09c903099723"},"caption":"¿Libre albedrío? IA para condicionar y manipular (Fuente: Archivo).","copyright":"el-cronista","created_date":"2026-03-30T19:00:53Z","height":450,"last_updated_date":"2026-03-30T19:00:53Z","licensable":false,"owner":{"id":"elcronista"},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"","type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/M3TXBRKR2RD35PGFF2PBXOAQ4Q.jpg","version":"0.10.9","width":800,"credit":"el-cronista"},{"_id":"H3NEWJMVARFLDDAUZFQZ6MFSTM","additional_properties":{},"content":"Alpha Persuasion no es un producto concreto, ni una app que podés descargar, sino una idea que está empezando a tomar forma en distintos laboratorios de investigación y equipos de producto: la capacidad de los sistemas de IA para optimizar mensajes con el objetivo de influir en decisiones humanas. El paper de Nature “The potential of generative AI for personalized persuasion at scale” de 2024 ya alertaba acerca de este uso. No se trata solo de generar texto coherente, sino de encontrar, entre miles de variantes posibles, aquella formulación que maximiza la probabilidad de que una persona cambie de opinión, compre algo, haga clic o adopte una conducta específica. Es la evolución natural del A/B testing llevado a un nivel radicalmente superior. Antes, una empresa probaba dos versiones de un mensaje. Hoy, un modelo puede generar miles en tiempo real, adaptarlos al perfil psicológico del usuario y aprender cuál funciona mejor en cada caso.","type":"text"},{"_id":"77MWV65FWVA4NMBWLTRBFAHNAQ","additional_properties":{},"content":"Lo interesante, y también inquietante, es que Alpha Persuasion no necesita ser explícita. No estamos hablando de propaganda burda ni de mensajes obvios. Estamos hablando de microajustes: el tono, la palabra justa, la pausa, el orden de los argumentos, la emoción que se activa. Pequeños detalles que, sumados, pueden inclinar decisiones sin que el usuario perciba que está siendo influenciado. Es persuasión optimizada por datos, pero ejecutada con la fluidez de una conversación humana. Y si eso ya suena potente, todavía falta la tercera pieza.","type":"text"},{"_id":"2MC4Y2VHM5FH3FUIMO3DH6MMZE","additional_properties":{},"content":"Tribe v2, asociado a las investigaciones y desarrollos internos de Meta, apunta a algo todavía más profundo: la construcción de modelos capaces de entender dinámicas sociales, pertenencia grupal e identidad. Si RLHF entrena a la máquina para comportarse “bien” y Alpha Persuasion la entrena para influir mejor, Tribe v2 busca que entienda a qué grupo perteneces, cómo pensás dentro de ese grupo y qué tipo de mensajes resuenan en ese contexto. No somos individuos aislados; somos parte de tribus, de comunidades, de marcos culturales que condicionan nuestras decisiones. Lo que Tribe v2 intenta capturar es esa capa invisible: las normas implícitas, los códigos compartidos, los sesgos colectivos.","type":"text"},{"_id":"XHW2SZHC3NCCXLSKXZFBVVN7JA","additional_properties":{},"content":"En términos prácticos, esto significa que una inteligencia artificial no solo podría saber que te interesa un tema, sino también cómo se discute ese tema dentro de tu grupo de referencia, qué opiniones son aceptables, cuáles generan rechazo y qué tipo de narrativa tiene más chances de ser adoptada sin fricción. ","type":"text"},{"_id":"XNBE5CJQTVAHBK7EDZMMRWRJAI","additional_properties":{},"content":"Cada uno de estos conceptos por separado ya es relevante, pero lo verdaderamente transformador, y potencialmente peligroso, aparece cuando los combinamos. Porque lo que estamos construyendo, sin demasiada discusión pública al respecto, es una arquitectura tecnológica capaz de aprender de nosotros (RLHF), optimizar cómo influirnos (Alpha Persuasion) y contextualizar esa influencia dentro de nuestras identidades sociales (Tribe v2). Es decir, sistemas que no solo entienden qué decimos, sino por qué lo decimos, con quién lo compartimos y cómo modificar ese comportamiento de forma sutil y efectiva.","type":"text"},{"_id":"DXBZWJSRJVHZHBBYP4XVYFLCDU","additional_properties":{},"content":"La pregunta incómoda es obvia: ¿qué pasa si estos sistemas no están alineados con el bienestar del usuario, sino con los intereses de quien los controla? Porque la historia reciente de la tecnología no es precisamente un ejemplo de autocontrol corporativo. Las redes sociales ya demostraron que, cuando el incentivo es maximizar tiempo de uso o engagement, el sistema tiende a empujar contenidos que generan reacciones emocionales intensas, aunque eso implique polarización, ansiedad o desinformación. Ahora imaginemos ese mismo incentivo, pero con herramientas mucho más sofisticadas.","type":"text"},{"_id":"6EEDHXIWF5FIBJPTUMNSNHUSM4","additional_properties":{},"content":"En ese escenario, la manipulación deja de ser un evento puntual y se convierte en un proceso continuo, personalizado y prácticamente invisible. No hace falta mentir de forma explícita; alcanza con enfatizar ciertos aspectos, omitir otros, elegir el momento adecuado para mostrar un mensaje. Un sistema que entiende tu estado emocional, tu contexto social y tus patrones de decisión puede intervenir con una precisión quirúrgica, y lo puede hacer sin que lo percibas como una intervención externa. Se sentiría como una idea propia.","type":"text"},{"_id":"2AVPTCZNNNBY3DAN33HH7GNP6A","embed":{"config":{"tab":"noticia-interna","url":"/negocios/del-apuro-a-la-estrategia-como-compran-hoy-los-argentinos/"},"id":"custom_powerup_1775671372688","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"A37OUXODXZBPXDJV2S5E76NRNY","embed":{"config":{"tab":"noticia-interna","url":"/negocios/entre-el-hype-y-la-realidad-que-esta-frenando-el-cambio-en-las-empresas/"},"id":"custom_powerup_1775671338300","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"PO4DMT4VVZBWBOEDSEJXVWMZHA","additional_properties":{},"content":"Esto abre la puerta a escenarios que hace unos años parecían exagerados. Campañas políticas hipersegmentadas que no solo adaptan el mensaje, sino que lo ajustan dinámicamente en función de la reacción emocional del votante. Plataformas de consumo que no solo recomiendan productos, sino que modelan deseos. Sistemas educativos que, en lugar de expandir el pensamiento crítico, refuerzan determinadas visiones porque “funcionan mejor” en términos de engagement. Incluso relaciones humanas mediadas por agentes que aprenden a gustarnos, a validarnos y a generar apego, desplazando vínculos reales.","type":"text"},{"_id":"GWKIPVR6VNE35OKTLN2WZBJ6YM","additional_properties":{},"content":"El riesgo no es solo la manipulación directa, sino la erosión progresiva de nuestra autonomía. Cuando las decisiones empiezan a ser influenciadas de forma sistemática por sistemas que entienden mejor que nosotros mismos nuestros sesgos y vulnerabilidades, la línea entre elección y condicionamiento se vuelve difusa. Y eso tiene implicancias culturales profundas, porque no se trata solo de qué compramos o a quién votamos, sino de cómo construimos nuestras opiniones, nuestras identidades y nuestras relaciones.","type":"text"},{"_id":"LIFRFIYJ3JBQNGSC43KBADSOWY","additional_properties":{},"content":"Entonces, la discusión que deberíamos estar teniendo no es si estas tecnologías son buenas o malas en abstracto, sino bajo qué condiciones se desarrollan y se utilizan. Qué tipo de regulación, de transparencia y de control queremos establecer. Cómo aseguramos que la capacidad de comprender y modelar el comportamiento humano no se convierta en una herramienta de explotación sistemática. Y, sobre todo, cómo preservamos espacios de decisión genuinamente autónomos en un entorno cada vez más mediado por sistemas inteligentes.","type":"text"},{"_id":"P7ONCMHHWVGNXDAXLCHA7CM7DI","additional_properties":{},"content":"La verdadera influencia tecnológica de estas tecnologías, es antropológica. Estamos creando sistemas que operan sobre la materia prima más sensible que tenemos: nuestras emociones, nuestras creencias, nuestra necesidad de pertenencia. Esto exige un nivel de responsabilidad que, siendo honestos, todavía no estamos demostrando como sociedad. La tecnología avanzó más rápido que nuestra capacidad de entender sus consecuencias.","type":"text"},{"_id":"BPBXT4KOLBCL7E7BCI6OAW7BWM","additional_properties":{},"content":"No se trata de caer en un pesimismo apocalíptico ni de frenar la innovación, sería bastante inútil, además de ingenuo. Se trata de reconocer que estamos entrando en un terreno nuevo, donde las reglas del juego no están del todo claras y donde los incentivos económicos pueden empujar en direcciones poco saludables. Y en ese contexto, la vigilancia crítica, la educación y la construcción de marcos éticos sólidos dejan de ser opcionales.","type":"text"},{"_id":"73SWKUANLFAGPCTYQQMQH2UWCM","additional_properties":{},"content":"Si algo nos enseñan RLHF, Alpha Persuasion y Tribe v2, es que la próxima frontera de la tecnología no está en lo que las máquinas pueden hacer, sino en lo que pueden “hacernos hacer” a nosotros. Y eso, por alguna razón, no suele aparecer en las presentaciones comerciales llenas de promesas optimistas.","type":"text"},{"_id":"TKNI4FNKYZELHCR2PEHQKEYIWE","additional_properties":{},"content":"","type":"text"}],"content_restrictions":{"content_code":"free-access"},"created_date":"2026-04-08T17:50:04.927Z","credits":{"by":[{"_id":"Edulaens","type":"author","version":"0.5.8","name":"Eduardo Laens","image":{"url":"","version":"0.5.8"},"description":"","url":"","slug":"Eduardo Laens","social_links":[{"site":"email","url":""}],"socialLinks":[{"site":"email","url":"","deprecated":true,"deprecation_msg":"Please use social_links."}],"additional_properties":{"original":{"_id":"Edulaens","firstName":"Eduardo","lastName":"Laens","byline":"Eduardo Laens","role":" CEO de Varegos ","image":"","email":"","affiliations":"","education":[],"awards":[],"books":[],"podcasts":[],"bio_page":"","bio":"","longBio":"CEO de Varegos y docente universitario especializado en IA y autor del libro Humanware (declarado de interés para la Comunicación Social por la Legislatura de la Ciudad de Buenos Aires). 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El código de barras transformó la logística. El ecommerce eliminó la necesidad de ir a la tienda. El móvil colapsó el tiempo entre “lo quiero” y “lo compro”. Las redes sociales cambiaron cómo descubrimos productos.","type":"text"},{"_id":"BV3GDB2KQNCFXJZIJLJ5T4MYIU","additional_properties":{},"content":"Pero hay algo que nunca cambió: el humano siempre fue quien compró. Vos buscabas. Vos comparabas. Vos decidías. Vos hacías clic en “comprar”. La tecnología aceleraba cada paso, pero jamás te reemplazó en el acto de decidir y ejecutar la compra.","type":"text"},{"_id":"Y32NTCU6NNBGNHAHLABVVLTMQA","additional_properties":{},"content":"Eso está a punto de cambiar. Y más rápido de lo que creemos.","type":"text"},{"_id":"HSGMAAXL2VA27KCX7GPWSBXLSU","additional_properties":{},"content":"El único paradigma que nunca se había roto","level":2,"type":"header"},{"_id":"XWIB2ISVPRF6LLCJYRXRPH62SY","additional_properties":{},"content":"En los años 90, internet nos dio acceso a información sin salir de casa. En los 2000, los marketplaces nos permitieron comprar desde cualquier lugar. En los 2010, el smartphone hizo que pudiéramos comprar en cualquier momento. En los 2020, las redes sociales hicieron que pudiéramos comprar desde el contenido.","type":"text"},{"_id":"CVMD7B6DBFGOPNIXKJEX5AA6DQ","additional_properties":{},"content":"Cada salto cambió el canal. Pero nunca cambió el quién. En 2026, estamos ante la primera ruptura real de ese paradigma. La inteligencia artificial no está mejorando la forma en que compramos. Está comenzando a comprar por nosotros.","type":"text"},{"_id":"TI3BP6E44JGQXIHRDGFSOUPA2Q","additional_properties":{},"content":"¿Cómo “compra” una máquina?","level":2,"type":"header"},{"_id":"JATF7WWWOFE4RCM5HDQ3RDMXT4","additional_properties":{},"content":"Ya hay arquitectura operando. Un agente de IA detecta la necesidad antes que vos: infiere lo que necesitás a partir de señales contextuales. Busca y compara en segundos lo que a vos te tomaría horas. Negocia directamente con el agente de venta de un retailer en el modelo agente-a-agente. Ejecuta la compra con autorización delegada mediante protocolos como AP2 de Google o ACP de OpenAI con Stripe. Y gestiona el posventa completo. Un flujo donde el humano definió las reglas al inicio y recibió el producto al final.","type":"text"},{"_id":"WK6NA3GWTBAPRJWU763ZWN6VIM","additional_properties":{},"content":"La magnitud de lo que viene","level":2,"type":"header"},{"_id":"7KFK4JVUOVCFHAP3JZFCISKMRE","additional_properties":{},"content":"McKinsey proyecta que para 2030, hasta 1 billón de dólares en ingresos B2C de Estados Unidos serán orquestados por agentes de IA. Gartner predice que para 2028, el 60% de las marcas utilizarán IA agéntica para interacciones personalizadas. En Estados Unidos, el 68% de los consumidores ya usa herramientas de IA en su proceso de compra, y el 44% de quienes usan búsqueda con IA la identifica como su fuente preferida de información, por encima de buscadores tradicionales.","type":"text"},{"_id":"WCIUAOQHD5FZHCQ3LMFEN7JZVM","additional_properties":{},"content":"Argentina: base madura, brecha organizacional","level":2,"type":"header"},{"_id":"AQFMDI5HXFEEDJLJF74DFYFRXM","additional_properties":{},"content":"Argentina tiene las condiciones para que esto se acelere. Con 41,2 millones de usuarios de internet y una penetración del 90,1%, el país supera el promedio regional. El 79,5% de las transacciones de ecommerce se realiza desde el celular, un mercado estructuralmente preparado para la interfaz conversacional.","type":"text"},{"_id":"JLYUPCMXHZDTVCBA7GM6XTZA54","additional_properties":{},"content":"El ecommerce argentino facturó $34 billones de pesos en 2025, con un crecimiento del 55% que prácticamente duplicó la inflación, confirmando expansión real. Argentina es el tercer mercado de comercio electrónico de América Latina y, según Worldpay, el de mayor crecimiento relativo entre 40 países analizados.","type":"text"},{"_id":"X4WHVSTNYRGN7HQHHWKK6WW3WQ","additional_properties":{},"content":"En pagos, las billeteras digitales representan el 31% del gasto en ecommerce, liderando la región. Mercado Pago supera los 25 millones de usuarios activos y su Asistente Personal ya resuelve el 87% de las interacciones sin soporte humano. ChatNube de Tiendanube resuelve de manera autónoma el 61,3% de las consultas y puede armar carritos en tiempo real durante la conversación.","type":"text"},{"_id":"KXJIKMPOKJFUDFC3IVFJ5LW47M","additional_properties":{},"content":"Pero la brecha está en las organizaciones: 6 de cada 10 argentinos usan IA en su vida personal, mientras que solo el 6% de las empresas tiene implementación amplia.","type":"text"},{"_id":"56WUA357ENCXNNQSWOCIK3XPZQ","additional_properties":{},"content":"El nuevo cliente no tiene ojos","level":2,"type":"header"},{"_id":"TSKK35NYV5B2VDUZ7L55EXT5II","additional_properties":{},"content":"Aquí está el giro que pocas empresas dimensionaron. Durante décadas, el marketing se construyó para un comprador con ojos, emociones y sesgos cognitivos. Un humano que se detenía ante un empaque atractivo, que sentía nostalgia por una marca.","type":"text"},{"_id":"6JWUCGGJH5ER7KK2KLNERQE5QM","additional_properties":{},"content":"El agente de IA no tiene nada de eso. Procesa tu producto como datos estructurados: precio, atributos, disponibilidad, reseñas, política de devolución, tiempo de entrega. Y optimiza. La lealtad tradicional cayó al 29% en 2025. ¿Tu producto es elegible por una máquina?","type":"text"},{"_id":"3HHKZ4WNUNBCNP5K7KJWHHRNYE","additional_properties":{},"content":"Qué cambiar para venderle a una máquina","level":2,"type":"header"},{"_id":"BOEFLISVIRHIHDDRXX4E65MPQQ","additional_properties":{},"content":"Hacer los productos “legibles” para agentes: datos estructurados y en tiempo real. Pasar de SEO a AEO (Answer Engine Optimization) y GEO (Generative Engine Optimization), es decir, ser la respuesta que el agente elige, no solo un resultado de búsqueda. Convertir políticas en reglas operables por máquina. Abrir APIs y adoptar los protocolos agénticos: MCP, A2A, ACP, AP2. Redefinir la lealtad: de puntos a datos y experiencia verificable. Y diseñar para la confianza del agente con un “Know Your Agent” equivalente al KYC tradicional.","type":"text"},{"_id":"PKZLPL6KONGB3DSOU7UCCHM5HQ","additional_properties":{},"content":"La pregunta que ya llega tarde","level":2,"type":"header"},{"_id":"2YFOP7OILJFVRINGRBWCXWZSYI","additional_properties":{},"content":"¿Estoy construyendo mi negocio para un humano que navega mi página web, o también para una máquina que evalúa mis datos?","type":"text"},{"_id":"RAEXLYCRGRH27BZJDEBHYVXMOY","additional_properties":{},"content":"Las organizaciones que actúan ahora, aun con incertidumbre, serán quienes definan las reglas emergentes. Las que esperan claridad navegarán reglas que otros definieron.","type":"text"},{"_id":"A4ZYADVEOBF5HDOZRYI7P4RFNQ","additional_properties":{},"content":"Por primera vez, el cliente puede ser una máquina. Y las máquinas no compran marcas. 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Hoy ese enfoque quedó viejo. La discusión ya no pasa por si conviene o no abrir más espacios de decisión para mujeres: pasa por entender cuánto crecimiento se pierde cuando ese talento no llega, no permanece o no escala. En un contexto de márgenes ajustados, transformación acelerada y competencia global, dejar afuera capacidad de liderazgo ya no es una omisión simbólica. Es un mal negocio. 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A nivel global, las mujeres ocupan hoy el 34% de los puestos de liderazgo senior en empresas del mercado medio. Es un avance respecto de años anteriores, pero el ritmo sigue siendo demasiado lento: Grant Thornton proyecta que, de mantenerse esta velocidad, la paridad recién llegaría en 2051. En otras palabras, una joven que empieza hoy su carrera todavía podría pasar más de un cuarto de siglo antes de trabajar en una organización con equilibrio real en la alta dirección. ","type":"text"},{"_id":"ZYSO66MIIVA3JJ3XLKVV7ATM2M","embed":{"config":{"tab":"noticia-interna","url":"/negocios/entre-el-suelo-pegajoso-y-el-techo-de-cristal-el-desafio-invisible-de-las-mujeres-en-las-empresas/"},"id":"custom_powerup_1777812067407","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"YFWVKA2TKVDPFHUXV5QM7DCZRE","additional_properties":{},"content":"La región, sin embargo, muestra que el cambio no es imposible. América Latina registra el porcentaje más alto de mujeres en roles senior, con 36%, y el Foro Económico Mundial estima que América Latina y el Caribe podrían cerrar su brecha de género en 57 años, muy por delante del promedio global, que todavía se ubica en 123 años. Es decir: cuando hay decisión, el avance existe. Pero también queda claro que no alcanza con celebrar tendencias; hace falta convertirlas en estrategia empresaria. 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Datos oficiales muestran que 1 de cada 3 MiPyMEs está liderada por mujeres. No es un dato menor: buena parte del empleo, la inversión y la capilaridad productiva del país pasa por ese universo. El problema es que el liderazgo femenino aparece con más fuerza en la creación y conducción de negocios que en la cima de muchas estructuras tradicionales. Ahí sigue operando un techo menos visible, pero muy real. Un relevamiento de Grant Thornton Argentina y Fundación FLOR mostró que el networking explica 28,52% de los factores que potencian una carrera de liderazgo, mientras que los sesgos machistas todavía afectan al 10,22% de las líderes en sus posiciones actuales. ","type":"text"},{"_id":"ICZR2GNGX5G5JNFJXTDELKMNIY","additional_properties":{},"content":"Por eso, hablar de liderazgo femenino y crecimiento no debería reducirse a una consigna. Es una conversación sobre productividad, innovación y calidad de gestión. Las empresas que amplían la diversidad en sus equipos de conducción no solo corrigen una desigualdad histórica: mejoran su capacidad de leer consumidores, gestionar riesgos, atraer talento y adaptarse. Incluso la evidencia citada por CIPPEC a partir de datos de la CNV muestra que una mayor presencia de mujeres en directorios se asocia con más foco en el gerenciamiento de riesgos, una mejor comprensión del mercado y más atención a la innovación. ","type":"text"},{"_id":"Z45UJKAMTNDTLBZTNJGCVUBNWY","embed":{"config":{"tab":"noticia-interna","url":"/columnistas/mas-alla-del-contexto-la-decision-personal-detras-del-liderazgo-en-las-mujeres/"},"id":"custom_powerup_1777812111702","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"Q5V7VBKENZAIDMHBCQHNZCZSRE","additional_properties":{},"content":"Desde mi experiencia emprendedora, hay algo que veo con claridad: el crecimiento no llega solo por tener una buena idea. Llega cuando una empresa logra profesionalizarse, formar equipos, delegar, ordenar procesos y sostener una visión de largo plazo. Y ahí el liderazgo femenino tiene mucho para aportar, no desde un supuesto “estilo blando”, sino desde capacidades concretas de ejecución, resiliencia, lectura del cliente y construcción de cultura. El desafío es que ese valor deje de depender de trayectorias excepcionales y se convierta en una política deliberada de crecimiento. ","type":"text"},{"_id":"EQ5RTREJKZHVBG66ZQVEUWFAIM","embed":{"config":{"tab":"noticia-interna","url":"/economia-politica/la-falla-estructural-de-un-sector-estrella-que-tiene-los-recursos-mas-capacitados-de-su-industria/"},"id":"custom_powerup_1777812291605","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"WNBMVXCA2BAX3GWLSP3NBONLUM","additional_properties":{},"content":"La agenda que viene para las empresas argentinas no es si promueven o no mujeres. La verdadera pregunta es si están dispuestas a competir en serio. Porque en un mercado cada vez más exigente, crecer también va a depender de quiénes toman decisiones. 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