As part of the Global Sports Impact Report for 2016, due to be published in September, we analyse the impact of the London 2012 Olympic Games four years on, comparing their legacy with that of Rio 2016.
Clearly, a strong elite sporting legacy was achieved after 2012 with Team GB achieving an historic second place in the medal tables at Rio 2016 and becoming the first host nation to increase its medal tally in a subsequent Games.
But did London 2012 really ‘inspire a generation’ to take up sport and become more active?
What has happened to Rio 2016 bid promises like a ‘sustainability management plan’ which would ‘set a new standard for urban transformation and sustainability in South America’, or improved ‘security, transport and environment’ or a ‘sporting legacy’ or ‘attracting over 500,000 tourists during Games time’?
While the Rio Olympics were acknowledged as a huge sporting success on the field, how can this sporting success be translated off the field and create a lasting legacy for Brazil and the population of Rio? Given the current economic climate in Brazil and the lack of major sporting events slated to take place in Brazil in the wake of the Games, a positive legacy for Rio 2016 looks a challenging prospect.
The GSI Report 2016 explores all these aspects of legacy and examines what the true impact of sport is at all levels - national leagues, continental and international events and of course the ‘mega’ events like the Olympic Games.
Sport delivers a huge global impact every day of the year but how much do we really understand about this impact and how can we easily quantify and communicate this impact?
The GSI Report 2016 reviews the major sporting events of 2015 in detail and looks at the impacts these events created across a wide range of impacts: economic; tourism; media; social media; sponsorship; sporting and social.
It also looks at some of the major governance issues that have been facing sport in the last 18 months and asks a group of leading experts and academics what sport has to do to improve its governance model.