Unlocking Efficiency Through Emerging Technologies

Introduction

The European Committee of the Regions (CoR) and the European Economic and Social Committee (EESC) operate across a complex landscape, coordinating over 1,000 employees while managing diverse mandates. Recognizing the need for comprehensive digital innovation, both Committees created a new Digital Transformation Unit to centralize ongoing projects and explore emerging technologies—particularly Artificial Intelligence (AI), Robotic Process Automation (RPA), Internet of Things (IoT), Blockchain (BC), Extended Reality (ER), High Performance and Quantum Computing (HPC-QC). The primary goals were to catalogue existing uses cases from other EU institutions, identify inefficiencies, and propose a practical roadmap in line with their strategy and resources.

With limited budgets and minimal visibility into existing technological solutions, the path to meaningful change posed both organizational and cultural challenges. The ensuing assessment uncovered more than 120 workflow bottlenecks and evaluated the viability of these six technologies—of which only three were viable. By establishing a prioritization framework tied to strategic objectives, the Digital Transformation Unit could take steps toward effective modernization.

Key challenges

• Complex operational structure: Two separate bodies, CoR and EESC, each with unique processes and departmental goals, required solutions that accommodated distinct workflows under a unifying digital vision.
• Resource constraints: As a new unit resource limitations demanded high-impact, low-cost interventions rather than expensive, large-scale overhauls—making selectivity and prioritization essential.
• Limited tech adoption and visibility: While both Committees expressed strong interest in AI, RPA, and other cutting-edge technologies, they lacked a comprehensive overview and technical know-how to implement tools best aligned to their specific needs.

The objectives

• Identify and evaluate use cases: Create a catalogue of real-world applications involving the six emerging technologies—AI, RPA, IoT, BC, ER, HPC-QC—by interviewing other EU institutions, bodies, and agencies (EUIBA).
• Analyse workflows: Conduct a thorough review of operations across all Directorates-General of both Committees to uncover work inefficiencies.
• Deliver a strategic roadmap: Present a practical, cost-effective scenarios for short-, medium-, and long-term adoption in line with the Committees strategy.

Strategy in action

• Technical annex creation: Standardizing interviews with various EUIBAs would uncover existing technology use cases and noteworthy trends. After analysis, these insights could then be adapted to the Committees’ unique environment, maximizing the benefit of proven solutions while minimizing guesswork.
• Workflow evaluation: Engaging with different departments across both the CoR and EESC could reveal a broad range of inefficiencies, from routine administrative tasks to more complex cross-departmental bottlenecks. Prioritizing these findings would ensure that the most pressing workflow or organisational gaps receive attention first.
• Impact assessment framework: Though not a specific requirement, developing a structured method to prioritise use-case benefits would guide the Committees where and how to deploy emerging technologies for maximum organizational impact.
• Targeted recommendations: By carefully evaluating the findings from standardized interviews and workflow assessments, initial proposals could highlight near-, medium-, and long-term opportunities that require minimal investment or organizational change. These preliminary suggestions would also pave the way for a more comprehensive digital transformation strategy once further analysis confirms feasibility and priorities.

Tangibles benefits

• Robust technology evaluation: Assessed six emerging technologies—AI, RPA, IoT, BC, ER, HPC-QC—for potential benefits within the Committees’ unique operational context.
• Catalogue of 80+ existing use cases: Interviewing 19 EUIBAs a dense catalogue of emerging technologies use cases could be compiled for reuse and adaptation.
• Inter-institutional discoveries: Identified best practices in cultural and operational transformations, equipping CoR and EESC with real-world lessons. This would improve the likelihood of successful technology rollouts with tested strategies.
• 120+ inefficiencies prioritized: Created an Impact Assessment Methodology to rank the need cases. This would enable the Committees focus on the most pressing workflows inefficiencies while developing a road map for ongoing improvements.
• Actionable use cases: Provided three organisational recommendations as pre-requisites before any new technology integration. Built-out two specific need cases for RPA and IoT, over the short-. medium-, and long-term to illustrate a potential rollout of these technologies.
• Strategic roadmap: Provided short-, medium-, and long-term recommendations that align strictly with the Committees’ budgetary framework, ensuring realistic yet forward-thinking projects.

Key takeaways

• Do not chase shiny technologies, focus on use-cases: While emerging trends like AI, RPA, or Quantum Computing can be alluring, they only deliver real value when tied to specific problems or opportunities. Any digital solution should first address a clear need, rather than being adopted simply because it is novel. By defining the problem upfront, scoping a concrete use case, and then selecting the most fitting technology, organizations avoid costly missteps and ensure new tools align with core objectives and capacities.
• Big impact with small changes: Identifying a few well-aligned, cost-efficient technologies—such as RPA for repetitive administrative tasks—can rapidly elevate productivity without straining limited budgets. Focusing on immediate wins fosters organizational confidence, establishing a foundation for broader transformation.
• Structured prioritization drives efficiency: Ranking inefficiencies and possible tech solutions by impact, feasibility, and strategic alignment ensures that the most pressing issues receive prompt attention. This deliberate approach saves both time and money while creating a clear path to success.
• Leverage what you already have: New projects do not mean you have to reinvent the wheel. Tapping into established models from similar organizations reduces trial-and-error phases. Adapting already-tested frameworks saves effort, cuts costs, and eases stakeholder scepticism—especially when tackling unfamiliar technologies such as AI or Blockchain.
• End-user engagement fuels adoption: Including frontline employees, managers, and diverse demographics in early discussions around technology changes secures wider acceptance. By integrating their feedback and concerns, you can pre-empt common sources of resistance and accelerate the benefits of the new tools.
• Plan for scalability: When introducing new systems, planning with future demands in mind creates sustainable growth. A phased roadmap, whether for RPA or IoT expansions, balances current needs with upcoming requirements, preventing system overloads and evolving alongside your strategic goals.
• Collaboration drives innovation: Involving stakeholders across departments and learning from inter-institutional successes fosters an environment where innovative ideas thrive. Regular knowledge exchanges and cooperative projects pave the way for widespread (digital) advancement, even under resource limitations.