During our conversations with sports industry leaders during the pandemic, we’ve heard that building – or even just maintaining – team culture has been one of the major challenges faced by teams who are adapting to a new pattern of remote work.
Across the globe, professional sports organizations are beginning to recognize that restructuring in the wake of the coronavirus pandemic will be a necessity. Although that process will require a lot of difficult decisions to be made, it is an opportunity to rethink organizational structures and build leaner, more efficient models for a new reality.
The current pandemic provides an opportunity for a forensic application of a functional analysis to the entire organizational structure. To do so, it’s worth taking a look back in order to look forward more effectively.
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.