Someone asked me the other day for my sports predictions for 2025. I hadn't actually given it much thought until that point. The first two predictions below are what I responded with at the time; the other two I have thought about since. So here, at the end of January, are my top four predictions for the rest of 2025.

The second in a series of articles looking at the apparent contradictions in how the NFL operates and what other sports can learn from it. This article looks at the NFL's “parity mechanisms,” which are designed to promote equality of opportunity amongst its own teams to compete and win.

Multi-club ownership (MCO) models are common in the sports world. Some in the industry believe it will eventually become the norm. What does the MCO model offer to aspiring purchasers? What challenges does it bring? And how can aspiring purchasers know when they are ready to buy?

The first in a series of articles looking at the apparent contradictions in how the NFL operates and what other sports can learn from it. This article looks at how the NFL distributes its media rights.

Using the lens of strategic marketing, we find many tactics that could increase the value of sports rights. Which tactics best suit which rights holder will depend on the rights holder’s strategy, as well as the market’s size and maturity.

My reflections on my 20-month journey studying an executive MBA at Esade in Spain. Hopefully this helps others who may be considering executive study.

Hybrid working promises the best of both worlds (“in office” and “at home”), but it brings with it unexpected challenges. Here are seven that you must address if your hybrid working is to be successful.

Technology is pervasive and changing at an increasingly rapid rate. Organisations cannot ignore technology change. The keys for an organisation to adapt to technology change are the same as for any other change: knowing its customer, knowing itself, making educated guesses about the future, and measuring its performance.

Launching a key, strategic project, like defining a target operating model or developing a new organisation design, can be a career defining moment for senior leaders. If the project delivers its benefits, it can set up the organisation and its leader for sustained success. But, if it does not, it can mean the end of a career or a business.

A new target operating model can be very challenging to design and implement, and not every organisation is sufficiently prepared for this journey. A common failure is that organisations are closed to the new or radical thinking that will allow them to remain competitive. Throughout my career, I have found it worthwhile asking the three questions below before setting off. The answers to each question should be strongly affirmative; for if any answer is “no,” I would query whether or not the organisation is truly setting itself up for success