Best Practice:
Orlando Magic have built their business culture around a digital vision and objective decision-making. For the third year in a row they are acknowledged as Turnkey Intelligence’s leading CRM / data management organization in sports.
Source: 2016 Turnkey Sports Data Systems Study, February 2017
3.
We Are All Digital Pioneers
SAP predict that 80% of current processes are on their way to being automated by 2020.
Regardless of title or seniority we are all digital pioneers. In times of great change, more leadership and less management is required. In our most disrupted of industries all staff have a responsibility to interpret digital into our daily decisions and innovate our activities and interactions.
A first step to embracing the disruptive impact of digital is in realizing that analogue structures and beliefs no longer hold true.
Traditional department structures no longer work as fan-first design replaces product and services that we want fans to have. The sales funnel and sponsorship models are also broken as the connected generation – the only growth market there is - opt for an omni-channel lifestyle of consumption, information and entertainment which is fractured by mobile micro moments.
It's no wonder that digital transformation has been likened to changing a tyre while the car is moving!
4.
Social Leadership for Social Business
As well as sport being the most disrupted of all industries it is also the most influenced by Social Media.
One of sports unique characteristics is the demand fans have for their team and stars back story (there isn’t this behind-the-scenes fascination with coffee, hotel rooms or air travel, for example). Social media is the all-access pass that sport fans crave.
Teams with the highest levels of engagement are those that have social objectives linked to organization objectives - which only about one-third of companies across all industries do.
lessons learned / best practices