Javier Añorga

Sin embargo, son esos días “aburridos” los que después se acumulan hasta formar la vida que muchos quisieran tener.

sabemos ya qué horario hay que elegir si soy facha o rojo?

⏳ Time to reorganize universities from scratch? I have been thinking a lot about what it means to be a university in 2025, once AI has arrived. My approach to learning new topics has undergone a significant change. Instead of relying only on textbooks or papers, I now integrate LLMs into my self-education. The result? My learning productivity has skyrocketed. Even more striking: I have reduced by 90% my dependence on colleagues and friends when exploring a new subject. Gone are the days of sending an email to a friend at University X asking, “What’s a good way to start learning about Y?” But this raises a deeper question: what is the added value of my lectures? Why should students take my course when LLMs already perform so well in 2025 and will likely perform even better in 2035? The problem is that most universities are not ready to face this challenge. Again and again, I see how vested interests slow down change, while layers of bureaucrats and administrators with limited vision remain in charge. Of course, there are exceptions—great leaders in some institutions—but I could fill a book with anecdotes of creeping bureaucratization that slows innovation, increases costs, and prioritizes meaningless “procedures” over real progress at a place like UPenn. History gives us a warning: think of Kodaks and Polaroids. When a fundamental change in a business model arrives, large organizations face almost insurmountable barriers to adapt. In higher education, these barriers are even greater: the absence of clear metrics for success (how do we measure the value of a new major?), the barriers to entry (accreditation, alumni networks), and the ideological biases of many stakeholders (not only political, but also a lack of responsiveness to change). If it were up to me, a top university should create its own Skunk Works to explore what higher education should look like in 2035. The original Skunk Works at Lockheed was an autonomous unit tasked with developing new technologies without the layers of managerial supervision that typically paralyze large organizations. For decades, Skunk Works produced some of the most innovative aircraft—the F-104, the U-2, the SR-71, the F-117—delivered on time and usually without cost overruns. The model was so successful that many other organizations have tried to replicate it, with varying degrees of success. Creating a Skunk Works inside a university is not without risks. See, for example, the insights of Rebecca M. Henderson and Kim B. Clark in “Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms.” But right now, I cannot see another way for a large, inertial institution to move forward. By contrast, I am skeptical that creating entirely new institutions from scratch is the most promising path (for reasons I’ll explain another day). And if you want to know more about the original Skunk Works, I highly recommend “Skunk Works: A Personal Memoir of My Years at Lockheed” by Ben Rich and Leo Janos. A delightful book—especially if, like me, you love planes. ✈️

“Whether you want to play or not, you are in the games” y hay un montón de juegos

La experiencia que nos hemos llevado estos últimos años es que en cuanto ha caído el bipartidismo los nacionalismos se han quedado con la capacidad de bloquear al gobierno desde el parlamento. Los liberales tenemos que empezar a pensar en un nuevo orden constitucional donde evitemos esa situación ya sea metiéndole mano al sistema electoral ya sea alejando al ejecutivo del congreso, hay que acordar desde la derecha una nueva España que remedie los errores de diseño actuales.