not other teams and leagues - this is a game changer.
Each sports business now has digital-age responsibilities that include being a media publisher, data manager, software developer, digital retailer and experience provider.
To stay relevant analogue sport is now surrounded by a dashboard of digital tools for each fan to tailor their own experience from. The smartphone and other second screens are sports remote control to the game that includes social media for sharing, a game-day app for better live experience and the gaming version for greater immersion.
2.
Digital is a behaviour
I created a digital ‘line of sight’ model to help explain how digital needs to be carrying throughout the business.
The word ‘digital’ sounds like a technical one however the reality is that digital is less about technology and more about a different way of thinking.
The impact of digital is a behavioural one. For example, digital media has given the fan a voice that must be respected - hence the rallying calls for fan engagement - and analytics platforms offer brands the opportunity to personalize fan relationships like never before.
Being digital is about using data to make better and faster decisions, devolving decision making to smaller teams, and developing much more iterative and rapid ways of doing things. – McKinsey and Company
It follows that a new skill set and culture is needed to go with this digital mindset. Leadership is responsible for defining, then communicating, the organizations digitally-inspired purpose.
Real Madrid as a fan company and AS Roma’s vision to be the most fan-connected team in the world offer good examples of the purpose needed to inspire and unify the troops.
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lessons learned / best practices