Harvard Case - USA Track & Field: Getting Its Governance on Track
"USA Track & Field: Getting Its Governance on Track" Harvard business case study is written by J. Yo-Jud Cheng, Stephen E. Maiden. It deals with the challenges in the field of Strategy. The case study is 17 page(s) long and it was first published on : Aug 5, 2021
We recommend USA Track & Field (USATF) embark on a comprehensive strategic transformation focused on improving governance, enhancing athlete experience, and driving sustainable growth. This involves a multi-pronged approach encompassing organizational restructuring, financial transparency, athlete empowerment, and a robust digital strategy.
2. Background
The case study focuses on USATF, the governing body for track and field in the United States, facing significant challenges in its governance, financial stability, and athlete relations. The organization struggles with a lack of transparency, internal conflicts, and a perceived disconnect with its athletes. This has led to declining athlete participation, sponsorship revenue, and overall public interest in the sport.
The main protagonists are Max Siegel, the CEO of USATF, and the athletes, who are the core stakeholders and the driving force behind the sport's success.
3. Analysis of the Case Study
A. SWOT Analysis:
Strengths:
- Strong tradition and history in track & field.
- Large talent pool of athletes.
- Potential for growth in emerging markets.
- Significant media attention during major events.
Weaknesses:
- Poor governance and financial transparency.
- Lack of athlete engagement and empowerment.
- Outdated infrastructure and technology.
- Limited marketing and brand awareness.
Opportunities:
- Leverage technology to improve athlete experience and data analysis.
- Develop innovative business models to increase revenue streams.
- Foster stronger relationships with sponsors and partners.
- Expand into new markets and demographics.
Threats:
- Competition from other sports and entertainment options.
- Economic downturns impacting sponsorship and funding.
- Negative media coverage and public perception.
- Lack of diversity and inclusion within the organization.
B. Porter's Five Forces Analysis:
- Threat of new entrants: Moderate, as establishing a national governing body requires significant resources and infrastructure.
- Bargaining power of buyers (athletes): High, as athletes have limited options for competing at the highest level.
- Bargaining power of suppliers (sponsors): Moderate, as USATF relies on sponsors for revenue, but sponsors have alternative marketing options.
- Threat of substitutes: High, as athletes and fans have numerous entertainment options.
- Rivalry among existing competitors: Moderate, as USATF faces competition from other sports organizations and international governing bodies.
C. Value Chain Analysis:
USATF's value chain can be analyzed as follows:
- Inbound Logistics: Athlete recruitment, training programs, and equipment sourcing.
- Operations: Organizing competitions, managing athlete performance, and providing support services.
- Outbound Logistics: Broadcasting events, promoting athletes, and distributing merchandise.
- Marketing and Sales: Attracting sponsors, engaging fans, and promoting the sport.
- Service: Athlete support, coaching development, and event management.
D. Business Model Innovation:
USATF needs to explore new business models to increase revenue and improve athlete experience. This could include:
- Direct-to-consumer marketing: Leverage digital platforms to sell merchandise and content directly to fans.
- Athlete-driven content: Empower athletes to create and share their stories on social media.
- Data-driven insights: Utilize technology to analyze athlete performance and create personalized training programs.
- Partnerships with technology companies: Leverage AI and machine learning to enhance athlete development and fan engagement.
4. Recommendations
A. Organizational Restructuring:
- Governance Reform: Establish an independent board of directors with diverse representation, including athlete representatives.
- Financial Transparency: Implement robust financial reporting and auditing processes.
- Athlete Empowerment: Create an athlete council with a voice in decision-making and governance.
B. Strategic Planning & Growth:
- Develop a comprehensive strategic plan: Define clear goals, objectives, and key performance indicators (KPIs) for growth and sustainability.
- Diversify revenue streams: Explore new sponsorship opportunities, merchandise sales, and digital content monetization.
- Expand into new markets: Target emerging markets and demographics to increase athlete participation and fan engagement.
C. Digital Transformation:
- Develop a robust digital strategy: Utilize social media, mobile apps, and online platforms to engage fans and promote athletes.
- Invest in data analytics: Collect and analyze data to improve athlete performance, optimize marketing campaigns, and enhance fan experience.
- Create a digital ecosystem: Integrate technology across all aspects of the organization, from athlete training to event management.
D. Marketing and Brand Management:
- Rebrand USATF: Develop a modern and engaging brand identity that resonates with athletes and fans.
- Focus on storytelling: Share compelling athlete stories and highlight the values and excitement of track and field.
- Leverage social media and influencer marketing: Engage with athletes and fans on social media platforms.
E. Athlete Development and Support:
- Improve athlete support services: Provide comprehensive resources for athletes, including training facilities, coaching, and mental health support.
- Invest in talent identification and development: Identify and nurture young talent to ensure a pipeline of future athletes.
- Create a culture of excellence: Foster a positive and supportive environment that encourages athletes to achieve their full potential.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of USATF's current situation, considering its core competencies, external customers (athletes and fans), competitors, and financial viability.
- Core Competencies: The recommendations leverage USATF's strong tradition and talent pool, while addressing its weaknesses in governance and athlete engagement.
- External Customers: The recommendations focus on enhancing the athlete experience and creating a more engaging and accessible sport for fans.
- Competitors: The recommendations aim to differentiate USATF from competitors by focusing on innovation, athlete empowerment, and a strong digital presence.
- Attractiveness: The recommendations are expected to improve financial performance through increased revenue streams, sponsorship opportunities, and fan engagement.
6. Conclusion
By implementing these recommendations, USATF can transform itself into a more transparent, athlete-centric, and financially sustainable organization. This will allow the organization to regain its position as a leading force in track and field, attracting top athletes, sponsors, and fans.
7. Discussion
Alternatives not selected:
- Mergers and Acquisitions: While M&A could provide access to resources and expertise, it carries significant risks and may not be the best fit for USATF's current situation.
- Outsourcing: Outsourcing certain functions could save costs, but it may lead to a loss of control and a weakened brand identity.
Risks and Assumptions:
- Implementation Challenges: Implementing these recommendations requires significant resources, commitment, and change management expertise.
- Financial Sustainability: Achieving financial sustainability relies on successful execution of the strategic plan and a positive response from sponsors and fans.
- Athlete Buy-in: Athlete support and participation are crucial for the success of these recommendations.
8. Next Steps
- Form a task force: Assemble a team of stakeholders to oversee the implementation of the strategic transformation.
- Develop a detailed implementation plan: Outline specific actions, timelines, and resources needed for each recommendation.
- Communicate effectively: Ensure transparency and open communication with athletes, sponsors, and the public throughout the process.
- Monitor progress and adjust accordingly: Regularly evaluate progress against KPIs and make necessary adjustments to the plan.
By taking these steps, USATF can embark on a journey of transformation, putting its governance on track and achieving sustainable growth for the future of track and field in the United States.
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Case Description
This public-sourced case set in May 2020 examines various corporate governance issues that have arisen for the nonprofit USA Track & Field (USATF). The case's protagonist is board member Tricia Myers who considers how the board can better serve its constituents as they are inundated with a torrent of issues around CEO compensation, fundraising, and governance regulations. The board faces a fire drill as CEO Max Siegel's high compensation has just been made public, surprising the board and requiring a response. Students can use the data provided in the case to evaluate whether Siegel's compensation package is "fair and reasonable" for a nonprofit executive and recommend next steps. The board also grapples with whether Nike's influence over USATF has grown too large after Siegel signed a long-term sponsorship contract with the company that provided the bulk of USATF's total revenues but also created potential conflicts of interest and polarized USATF's elite athletes. Lastly, the board contemplates regulatory changes imposed by the US Olympic and Paralympic Committee and the implications for its membership base. This case allows for a rich discussion about a nonprofit's mission statement and business model, aligning stakeholder interests, and the role of nonprofit board members.
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