Learning from the Paralympics
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Learning from the Paralympics

November 17, 2019

Hello, I’m in Stratford, which is the very
heart of the 2012 Olympic Games I’m gonna look today the organization which
organized the Paralympic Games in that same year Now we know the Olympic
Games were an incredible success. It was a spectacle of a kind we’ve not witness for
many decades in the UK. But its sister event, the Paralympic Games was almost a
spectacular in terms of size. It had 40% of the number of athletes as the
main games, and it was incredibly popular Now I’m gonna go back in time to look at
how this was all brought about. In 2001 a new team arrived at the
organization Sir Philip Craven and his new chief executive Xavier Gonzalez. Now in 2001 Sir Philip and Xavier sat down and had conversations about the future they’d love to see for this organization. They had some stretching thoughts. So many exciting and inventive thoughts about repositioning it as being
exciting and comparable to the games themselves, the main games. Now to do that not only did they have conversations but they also drew up a very unique process
called the strategic outlook, where they time traveled into the future to 2014 and
described the organization they’d love to see in that future. And what was fascinating was they produced out that, a magazine of what the games will be like in that future
world. So having talked about the Paralympic Games more generally, let’s get an idea
of what it will look like in Brazil in 2016. In Brazil there will be 4,350 athletes. Imagine that here. There will
be 160 countries, there will be 22 sports The actual ticket sales will be 3.3
million. That’s half a million up on the last Olympic Games. There will be as many as four billion people globally viewing this. Imagine that project and all that
out pretty well because someone sat down and get some strategic thinking in 2001. So in terms of the lessons number one is, you need to have
an organizational vision and that might mean you need to time travel into the
future to go there Secondly you need to have a quite
detailed, tangible and grounded strategic plan. That needs to be project managed, needs to be disciplined and finally that even when you’ve got all that, that
strategy is fluid it’s something you revisit every week, every month and you
actually achieve through every day strategic thinking

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