Throughout the Covid-19 crisis, senior leaders in the sports industry have been attending Sportsology’s roundtable discussions to speak about their experiences of managing organizations through the pandemic, with communication being a frequent topic of conversation.
Scenario planning may not seem like an obvious priority for organizations that are facing a daily fight for survival, but new research in the area is demonstrating how the process can play an important role in recovery from such trauma.
For many, securing a senior front office job with a sports organization is the result of decades of hard work and the realization of a long-held dream. However, it’s not uncommon for the pressures of the job to prove a significant challenge to those who take on such roles without a clear game plan for managing the intense scrutiny and expectation.
Organizations that accept their own vulnerability, learn lessons from the past, and prepare for the uncertainty of the future will generate a competitive advantage for themselves when the next crisis hits.
In the context of returning to competition following the coronavirus lockdown, addressing the present and the future simultaneously should give front offices the confidence to change tactics in the short- and medium-term while understanding how those actions will recalibrate the vision.
If the Covid-19 pandemic has taught us one thing, it’s that the future is notoriously difficult to predict. As the medical, financial and competitive impacts of the crisis grip the sports industry, organizations are looking for ways to insulate themselves from further turbulence in the months and years ahead.
The current pandemic has seen a resurgence of interest in scenario planning as organizations struggle with an unpredictable future and seek ways to manage the present and prepare for the unknown.