National sport organisations (NSOs) have to think about how to differentiate themselves in the minds of the business sector. Sport must be looked upon as marketers who can help business, not just a group looking for a donation or help out.
Sport leaders have to create the environment that would lead to increased revenue tomorrow, next month, and next year.
It is time for NSOs and local sport to go on the offensive. For too long local sport has remained closed in on itself, a prisoner to the belief that without government, business, a fairy god father or mother sport will not thrive.
NSOs can be the authors of their own destinies and growth over stagnation. Is there a magic wand? There is no such thing. Success never offered a promise that it is for the faint of heart.
Sport in T&T can be transformed into a viable industry and sector. The future is bright.
I lecture (part time) with the UWI masters in sport management degree programme teaching a course—entrepreneurship and sport.
It’s a small group but the dynamism of ideas and vision is inspiring.
There are bright, talented young people involved in sport who hold the key to the bright future of which I write.
Unfortunately for many of them sport offers no pathway. Their energy, ideas and passion seem to meet a brick wall and glass ceiling. New ideas, new hopes, new aspirations, creativity and innovation foster and drive growth and wealth.
Traditional and conservative thinking frustrate creativity and innovation on the altar of conformity.
How do we ensure the stability and financial independence of sport? How do we create and maintain sustainable revenue streams?
Revenue generation within local sport must emancipate itself from the traditional mindset.
There is no fairy godfather or god mother. The magic wand method has not withstood the test of time.
How can local sport progress towards becoming sustainable in a modern and fast-changing environment?
What are NSOs trying to achieve? What is their target? Who do they attract?
In the modern business environment conflict of interest, good corporate governance, anti-bribery and anti-corruption rules, guidelines and policies have made it imperative that sport organisations be able to meet objective and strategic criteria.
Sport has a specificity that is recognised by the European courts.
Sport leaders must be able to embrace the paradox of creating financial sustainability while at the same time protecting sport and the athletes from political and commercial abuse.
They have to lead the fight against doping in sport, take measures to protect the health of athletes, dedicate efforts to ensuring that in sport the spirit of fair play prevails and yet at the same time push for excellence and victory.
Sport leaders have to encourage total participation and the development of sport within communities in the context of allocating finite financial and human resources, demonstrate on one hand concern for the environment and environmental issues while at the same time advocating for more facilities for sport.
Sport leaders must balance the desire to make their individual sport the best with the reality that it’s only by interdependence, unity and a collective will the full potential of sport can be realised.
To understand where sport can go and the heights it can reach sport has to be first understood.
Bill Gates, Steve Jobs, and Richard Branson to name a few, could not have built the empires they did without first knowing and understanding what they were doing. Transforming the local sport sector to the extent that T&T becomes the sport capital of the Caribbean is achievable as is growing a genuine sport marketing industry.
However, NSOs must generate the excitement needed to grow their sport’s participation numbers and individual club and fan base and innovate to create value. The growth and value creation can only come with self belief and the desire and willingness to take full responsibility for the big vision and dream that will create the bright future.
Brian Lewis is the Honorary Secretary General of the Trinidad and Tobago Olympic Committee www.ttoc.org. The views expressed are not necessarily those of the TTOC.