sport forum, 27-28 april 2015, imd lausanne - inside.fei.org one_thierry zintz.pdf · changes in...

Sport Forum, 27-28 April 2015, IMD Lausanne

Changes in Society

Towards a sports governing bodies « corporate » social

responsibility: a focus on para-sport

FEI – Para-Equestrian Forum

21 March 2015

Essen (D)

Prof. Thierry Zintz,

UCL - BOIC

Plan

1. Governing a sport organization. What’s in a name?

2. Understanding the main challenges of governance in sport

organizations

3. Behind governance: the social responsibility of sport

organizations

4. Architecture and drivers of governance in Olympic sport

organizations

5. Failures … the other side of the coin

6. To conclude: some perspectives

Governance? What’s in a name ?

An old word(16th Century)

A concept in Social sciences since the 1990’

The concept was invented in the private sector in order to protect the

shareholders

Organizational or Corporate Governance

The World Bank imponed this concept to public authorities

Political or Democratic Governance

1. Governing a sport organization.

What’s in a name?

The Governing Body Cycle(from Co-operatives UK, 2005)


What’s in a name?

Corporate world: strategic management

Prior to the 1990’s Since the 1990’s

Environnement: stable and no complexity

Reactive management:

Day to day management

Environnement: unstableand more complex

Proactive management :

Strategic management

World of sport organizations


What’s in a name?

Lessons from the strategic management theory

Managing complexity (and uncertainty) resulting from ambigiousand unforeseen situations »

•Strategic diagnostic to determine the strategic position of the

company,

•Strategic choices whereo ne has to analyze possible options and to

choose the right one(s)

•Strategic actions where one has to operate the selected strategy and to

manage change


What’s in a name?

Olympic Movement

International Sport Federations1880-1980

Asc

end

ance

Des

cen

dan

ce

Traditional popular

GamesAcademic

ArtsGymnastics Outdoor

activities

Professionalized

Sports

Competition

Sports

Leisure

Sports

Economic purpose Public purpose Playing purpose

Ligues pro, G14,

Closed ChampionshipsOlympic Movement Just

Do it

Loret, 1999 – Zintz, Camy, 2005

3 organisational models forcontemporary sport organizations

1 32


What’s in a name?

Chappelet, 2012


What’s in a name?

Pérez’s model of corporate governance (2003)

Level 1 Governance:Management

Level 2 Governance:Management of Management

Level 3 Governance:Management of governance

Level 4 Governance:Governance of governance

Level 5 Governance:Metagouvernance

How is it managed on a daily basis?

How is management controlled?

Who controls the controllers?

Overall constitutional / societal frame?

Can decisions be appealed?

External systme

Organization

« Internal system »

Action

Actor

Organization

Cooperation

UncertaintyPower

Negociation

Interests

Strategies

Understanding the environnement

2. Understanding the main challenges

of governance in sport organizations

Olympic Sport Organizations

FIs

FNs

ClubsCNOs

All these actors are non profit organisations and mostly

associations under the law of the country of their

headquarters

CIO

COJOs

Chappelet, 2012



Understanding the environnement



Pratice OC

Participants

Spectators

Paid staff Members

Clubs

Professionals

athlete

Facilities

managers

Distant

audience

Volunteers

Marketing

agencies

SponsorsMedia

Unpaid staff

Professional

leagues

IOC IFNF

Providers

Events

Sporting activities market

Environmental

Social EconomicUnderstanding micro- and

meso-environnementFerrand, Zintz

et all. 2011



Environmental

Social EconomicLocal

authorities

Government European

community

Financials

governing bodies, institutions,

shareholders, analysts

and entrepreneurs

Tourism

governing bodies

and entrepreneurs

Health

governing bodies

and organisations

Environmental

governing bodies

and organisations

Education

governing bodies

and organisations

Social

governing bodies

and organisations

Third parties

(opinion leaders) and

customer referrals

Issue

community

Public

opinion

User

groups

Customers

Business

governing bodies

and entrepreneurs

Environment

Understanding macro-environnement

Ferrand, Zintz

et all. 2011

Henry’s model (2004) of sport governanceAdapted from Leftwich (1994) and Arcioni (2002)

Systemic GovernanceRules of competition, cooperation and mutual adjustment

between parties involved in the production of sport

Political Governance

Steering mechanisms by

governments and sport

governing bodies

to achieve goals

Corporate Governance

Normative approach to

Managerial behaviour

of sport organisations



Chappelet, 2012



Pérez’s model adapted to the Olympic System

1

IOC Management

IOC President with IOC Administration

2

Management of IOC Management

Session, Executive Board, Commissions

3

Management of IOC governance

Nominations, Athletes & Ethics Commis.

4

Governance of IOC governance

National courts, WADA & CAS

5

IOC Metagovernance

Swiss TF and international courts

How is the

Olympic

System

governed

beyond

the Olympic

Charter?

Olympic Charter 2011, fundamental principle n°5:

“Recognising that sport occurs within the framework of society, sports

organisations within the Olympic Movement shall have the rights

and obligations of autonomy, which include freely establishing and

controlling the rules of sport, determining the structure

and governance of their organisations, enjoying the right of elections

free from any outside influence and the responsibility for ensuring

that principles of good governance be applied".



Basic Universal Principles of Good Governance for the Sport

Movement

1. Vision, mission and strategy

2. Structures, regulations and democratic process

3. Highest level of competence, integrity and ethical standards

4. Accountability, transparency and control

5. Solidarity and development

6. Athletes’ involvement, participation and care

7. Harmonious relations with governments while preserving autonomy

Adopted by the Olympic Congress Copenhagen 2009,

Incorporated in the Ethical code of IOC in 2010

And in the Olympic Charter in 2011



Autonomy requests good governance

Résolution du deuxième Séminaire sur l’Autonomie du Mouvement

Olympique et Sportif (Lausanne, 02/2008)

… De rappeler que l’Autonomie du Mouvement Olympique et Sportif

est essentielle pour le développement du sport et la promotion de ses

valeurs, au bénéfice de tous les athlètes. …

De souligner que la Bonne Gouvernance est le fondement de

l’Autonomie des organisations Olympiques et sportives et de s’assurere

que cette Autonomie est respectée par nos parties prenantes.

D’apporter un soutien de principe au document “draft” intitulé “Principes de

base universels de bonne gouvernance du Mouvement Olympique et

sportif …



This system is under pressure !

| 21 |

The

Olympic

System

The

Public

Sector

The

Business

World

Corporate

Governance

Democratic

Governance

Olympic

Governance?

Chappelet, 2012



"The IOC and the sports movement in general have a

social responsibility - to provide access to sports practice,

and in so doing to spread the values of sport to all

sections of society." Jacques Rogge (IOC website)

3. Behind governance:

the social

responsibility of sport organizations

The social responsibility

of sport organizations

Pedro Velasquez,EC, DG Education, Youth and

Sport, 2013

TFEU – Article 165

Specific nature of

sport

Structures based on voluntary activity

Social and educational function of

sport

Develop a European dimensionin sport by:

Contribute to the promotion of European sporting issues while

taking account of:

Promoting fairness and openness in

sporting competitions

Promoting cooperation

between bodies

responsible for sports

Protecting the physical and moral integrity of

sportspeople

Foster relations with third countries and competentinternational sport organisations

CoE IOC WADA …

4. Architecture and drivers of governance and

societal responsibility in Olympic sport organizations

5. Failures … the other side

of the coin

Fight against corruption

Fight against gigantism of the Games

Fight against doping

Fight against (illegal) betting

Fight against match fixing

Violence, racism, all form of harassment

Henry’s model (2004) of

sport governanceadapted from Leftwich (1994)

Arcioni, 2002

Systemic GovernanceRules of competition, cooperation and mutual adjustment

between parties involved in the production of sport

Political Governance

Steering mechanisms by

governments and sport

governing bodies

to achieve goals

Corporate Governance

Normative approach to

Managerial behaviour

of sport organisations

Understandingthe process of change

Conductingthe process of change

1 2

5 major areas

Organization’s goalsStakeholdersShareholders

Deciders

Volunteer boardGovernance tools

Missions, as conditionsOrganisation

MHRSupport

Relation whith pertinent environnement

New governance

Think global, act local

6. To conclude:

some perspectives

http://www.easm2007torino.com/

Clarification of five major areas for a new governance (1)

1.Missions

2.Organisation

3.HRM

Governance strategies => Missions / Environnement•Core-business ?•Diversification ?•Multi-dimensional business?

Flat organigramme (instead of vertical) => operationality, adaptability, fonctionnality, impacting missions

•Adjustment betwwen competencies and functions for paid staff and volunteers within the board•Supporting - educating (motivation)


4.Support

5.Relation to pertinent environment

Supporting associations requests•A variety of services•A variety of strategies

1. Mutualizedservices,

2. Tools

•Information systems•Internal and external audits•Labellisation•Strategic contracts

The project of sportorganizations is more than a sport project

Clarification of five major areas for a new governance (2)

5 dimensions of a renewed governance

Professionalization

A new paradigm

A new corporate governanceand CSR

for sport organizations

« Les organisations sportives, traditionnellement impliquées dans

des activités dites de non-profit, sont de plus en plus tenues pour

responsables de l’utilisation qu’elles font des subventions publiques et de

l’affectation desressources qu’elles obtiennent de leurs

membres et de leurs partenaires. Il en résulte

une évolution incontournable vers plus de professionnalisation »

Turner, in Beech& Cahdwick,

2007


2013

5 projects financed by the European Union in the famework of « Preparatory Actions »

Governance and Grassroot Sport: ISCA

Sport for Good Governance: COE

Sport Governance Observer: Play the Game

Supporters Direct

Sport & Recreation Alliance

6. To conclude :

some perspectives….

And concreet initiatives

Recent initiatives linked to governance and CSR of sport organizations

granted by the European Union

« La véritable découverte du voyage ne consiste pas à trouver de nouveaux territoires mais d’avoir un

nouveau regard »

Marcel Proust

« Avant de penser le changement,il faut changer la pensée »

D’après Henri Bergson

Thank you for your

attention!

Thierry Zintz

[email protected]

Université catholique de Louvain

Chaire Olympique Henri de Baillet Latour & Jacques Rogge

en Management des organisations sportives

http://www.uclouvain.be/chaire-olympique

@ThierryZintz

Sport Forum, 27-28 April 2015, IMD Lausanne

sport forum, 27-28 april 2015, imd lausanne - inside.fei.org one_thierry zintz.pdf · changes in...

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