The document discusses the changing landscape of community sports, emphasizing the need for organizations to adapt to a more complex and dynamic environment influenced by technology and peer-to-peer interactions. It highlights emerging trends such as the shift towards personalized experiences, the rise of mobile work, and new economic models based on trust and shared communities. Additionally, it encourages stakeholders to rethink their strategies and embrace innovation in response to these changes.

1. insights & Innovation Lab
the changing business of community sport
#vsfwdthinking

2. #vsfwdthinking
Julian Waters-­‐Lynch
DOING SOMETHING GOOD
@jwaterslynch

3. #vsfwdthinking
Ollie Dudfield
VICSPORT
@vicsportAU

4. #vsfwdthinking
David Hood
DOING SOMETHING GOOD
@DavidAHood

5. the end of business as usual?
• Execu'ng the standard func'onal opera'ons
within an organisa'on, regardless of current
circumstances.
• Maintaining the status-­‐quo within an
organisa'onal or social system -­‐ especially in
contrast to projects or programmes which might
introduce or implement change.
How people connect, communicate, share and discover is
changing. We are only at the beginning of a much larger
movement…and it’s forcing all organisa=ons to adapt…
Business as Usual

6. a more Vola3le, Uncertain, Complex, Ambiguous environment
Paceofchange
Time
Complexity
Change
Ability of organisational
systems to respond
Complexity gap

7. the movement towards peer-­‐to-­‐peer
One to Many Few to Few Many to Many

8. disrup3ve opportuni3es
Crowdfunding Crowdsourcing

9. disrup3ve challenges

10. Innovators
2.5% Early
Adopters
13.5%
Early
Majority
34%
Late
Majority
34%
Laggards
16%
Idea
Communicatetothisgroup
They communicate to the next
emergence & the diffusion of innova3on
Edge
Core
Chasm

11. “I very frequently get the ques=on: ‘What’s
going to change in the next 10 years?’ And
that is a very interes=ng ques=on; it’s a
very common one. I almost never get the
ques=on: ‘What’s not going to change in
the next 10 years?’ And I submit to you
that that second ques=on is actually the
more important of the two — because you
can build a business strategy around the
things that are stable in =me…”
Jeff Bezos,
Founder and CEO of amazon.com
and some things don’t change…

12. “I play sport” so that I can…
• Feel good about myself
• Fit in with everyone else
• Feel connected to others
• Feel I belong
• Win and achieve
• Express crea'vity
means values ends values
• Keep fit
• See my friends
• See myself improving
• Experience flow
• Forget my worries
• Engage with my local
community

13. Deeper Drives

15. what business are you really in?

16. “Experiences in the sharing economy derive their
value from that unique personal experience from
local experts that customers typically cannot get
from large corpora'ons.”
“The currency of the new economy is trust”
“Shaping serendipity”

19. LARPing

20. THE FUTURE OF AUSTRALIAN SPORT
SIX MEGATRENDS SHAPING THE SPORTS SECTOR

21. trends:
themes & drivers TECHNOLOGY
ORGANISATION
TRIBES & TRUST
EXPERIENCE
now

22. a look into the
future

23. • the rise of peer-­‐to-­‐peer technologies
• scaled customisa'on
• moving from produc'on to plaQorms for customers to create
• a shiR from owning more things to having unique and memorable experiences
• the decline of 9-­‐to-­‐5 schedules and the rise of mobile free agents
• job seekers priori'sing purposeful work over secure long term careers
• more segmented life stages
• wearable technology, the quan'fied self movement, and biometrics revolu'on
• a move from mass produc'on and mass marke'ng to cater for microniches
• accelerated urbanisa'on and the emergence of megaci'es
• pop-­‐up stores, restaurants, exhibi'ons and experiences
• the growth of the DIY economy, the maker movement and 3D prin'ng
• lifehacking to op'mise 'me, nutri'on, work efficiency, travel, learning & habits
• online plaQorms & technologies that leverage reputa'on & trust between users
key global trends

24. EDGEPERSPECTIVES.COM/POP
HOW SMALL MOVES SMARTLY MADE
CAN SET BIG THINGS IN MOTION

25. the big shiS
1. From knowledge stocks to knowledge flows.
2. From transac'ons to rela'onships.
3. From zero sum to posi've sum mindsets.
4. From push programs to pull plaQorms.
5. From ins'tu'ons driven by scalable efficiency to
ins'tu'ons driven by scalable peer learning.
6. From stable environments to dynamic environments.

26. WORLD CAFÉ

27. world café
1. What trends are you seeing and experiencing?
2. What does the changing business of community sport
mean for you and your organisa=on?

28. how might we respond be>er to a
constantly changing world?

29. “Business and human endeavours are
systems…we tend to focus on snapshots of
isolated parts of the system. And wonder
why our deepest problems never get solved.”
― Peter M. Senge

30. thinking in systems
• A system is composed of parts.
• All the parts of a system must be related (directly or indirectly), else there are
really two or more dis'nct systems
• A system can be nested inside another system.
• A system can overlap with another system.
• A system is bounded in 'me.
• A system is bounded in space, though the parts are not necessarily co-­‐located.
• A system receives input from, and sends output into, the wider environment.
• A system consists of processes that transform inputs into outputs.
• A system is autonomous in fulfilling its purpose. (Car is not a system. Car with a
driver is a system.)

31. the cynefin framework

33. “If I had an hour to
solve a problem I
would spend 55
minutes thinking
about the problem
and five minutes
thinking about
solu=ons.”

34. the five phases of
design thinking
http://thinkingofdesign.blogspot.com.au/

35. "Lean Startup" is a system for developing
a business, product or service in the
most efficient way possible to reduce the
risk of failure.
It is an approach that treats all ideas as
having assump'ons (or hypotheses) that
must be validated by rapid
experimenta'on in the marketplace. The
approach relies on scien'fic
experimenta'on, itera've product
releases, and customers feedback to
generate validated learning.

36. The key is to iden'fy
assump'ons -­‐ would
people actually buy or do
this? Not by building the
whole product, but by
building a Minimum
Viable Product (MVP).
The MVP is the most basic
version of your product
that is valuable to your
user, that will enable you to
test and learn.

37. how might we tap into emerging trends
and opportuniJes in a constantly
changing world?

38. a look into the
future

39. Emergence refers to the ability of low-­‐level
components of a system or community to
self-­‐organise into a higher-­‐level system of
sophisJcaJon and awareness.
This self reorganising stems from the
bo>om up rather than directed by an
external control factor.
~ Steven Johnson

40. TWO LOOPS MODEL

41. TWO LOOPS MODEL

42. TWO LOOPS MODEL

43. TWO LOOPS MODEL

44. 1. NAME
TWO LOOPS MODEL

45. 1. NAME
TWO LOOPS MODEL

46. 1. NAME
TWO LOOPS MODEL

47. 2. CONNECT
TWO LOOPS MODEL

48. 2. CONNECT
TWO LOOPS MODEL

49. 2. CONNECT
TWO LOOPS MODEL

50. 2. CONNECT
TWO LOOPS MODEL

51. pull
3. NURTURE
TWO LOOPS MODEL

52. vision
intent
invita'on
narra've
3. NURTURE
TWO LOOPS MODEL

53. build knowledge
grow capability
alract resources
develop ideas
3. NURTURE
build community
grow networks
TWO LOOPS MODEL

54. codesign & cocreation
coordination
cooperation
collaboration
collective
impact
3. NURTURE
TWO LOOPS MODEL

55. hospice (empathy)
3. NURTURE
TWO LOOPS MODEL

56. stories
opportuni'esimpact
4. AMPLIFY
TWO LOOPS MODEL
networks

57. 4. AMPLIFY
pull
TWO LOOPS MODEL

58. what does your preferred future
look like?

59. EMPATHY MAP
What are you seeing?
What are you saying?
What are you doing?
What are you hearing?
What are others saying?
How are you feeling?
What are you thinking?
Pain Gain
Fears | Frustrations | Obstacles Wants/Needs | Measures of Success
Persona: Scenario:

60. It’s the year 2020.
Your sport at a club level is slowly losing popularity. Your
club, however, is thriving.
What is happening? What are you doing? What might a
thriving club look like from your perspec've?
scenario

61. 1. C-­‐suite at State Associa'on (eg. Tennis Victoria) x 2
2. Commilee of Management/Board at a club x 3
3. Members at a club x 3
4. Volunteers at a club x 2
5. Local Government or community partner
stakeholder groups

62. • the rise of peer-­‐to-­‐peer technologies
• scaled customisa'on
• moving from produc'on to plaQorms for customers to create
• a shiR from owning more things to having unique and memorable experiences
• the decline of 9-­‐to-­‐5 schedules and the rise of mobile free agents
• job seekers priori'sing purposeful work over secure long term careers
• more segmented life stages
• wearable technology, the quan'fied self movement, and biometrics revolu'on
• a move from mass produc'on and mass marke'ng to cater for microniches
• accelerated urbanisa'on and the emergence of megaci'es
• pop-­‐up stores, restaurants, exhibi'ons and experiences
• the growth of the DIY economy, the maker movement and 3D prin'ng
• lifehacking to op'mise 'me, nutri'on, work efficiency, travel, learning & habits
• online plaQorms & technologies that leverage reputa'on & trust between users
consider trends

63. 1. the club environment
2. your rela'onships with other stakeholders groups
3. your day to day rou'ne
4. big events and major ac'vi'es
think about the nature of…

64. less of? more of?
what is there…

65. what decisions enabled the change
to happen?

66. presentations

67. thank you
join the conversaJon on twi>er with
@vicsportAU
@DoingSomeGood
#vsfwdthinking
DAVID HOOD
@DavidAHood
JULIAN WATERS-­‐LYNCH
@jwaterslynch
doingsomething
good