[Source: JTA] JTA, the world’s leading independent communications and international relations consultancy in sport, today announced the launch of neo, a pioneering digital transformation offer in sport and entertainment, which has already delivered a pilot global campaign that successfully reached over 250 million unique users.

neo combines expertise from across the world’s best digital agencies to form the neo collective. The neo collective comprises specialists with a client portfolio that includes some of the most recognisable global brands, including Marc Jacobs, L’Oréal, Amazon, Lamborghini, the Olympic Games Organising Committee Paris 2024 and the International Volleyball Federation (FIVB). Within the neo collective are JTA Design, a world-leading international design agency; Vagabond, industry experts in full-funnel digital performance; and Sticht, a fan-generated content agency that transforms brand enthusiasts into content creators.

The full list of organisations in the neo collective can be found here.

neo has already delivered significant results on a global stage with the launch of the inaugural World Volleyball Day in July 2025. The campaign reached over 280 million people across social media, generated GBP 1.4 million in earned media value, and drove more than 2 million fan interactions and 826 influencer mentions.

Jon Tibbs, Founder of neo, commented: “The sports communications industry is at a pivotal moment. Its future will be defined not just by storytelling, but by how the digital space transforms the way those stories are shared and experienced. That’s why we’ve launched neo - to give our friends and partners the tools and insight to lead that transformation. After 25 years of helping to shape the global sports narrative, this is the natural next step for JTA: combining our expertise in sport and communications with the limitless possibilities of digital innovation.”

neo’s mission is to help organisations transform how they attract and retain audiences, create value, remain relevant and credible, and lead change.

neo applies a five-stage model that blends creativity, data and technology to deliver measurable impact. The process begins with assessing a client’s digital reality and identifying hidden potential, before the creation of ideas and moments that can move people and brands. These ideas are then activated through campaigns, experiences and social storytelling, amplified through data, AI and performance insight, and continuously evolved through innovation and reinvention.

neo’s Tech Futurist and strategic advisor to many of the neo collective organisations, Andy Evans, commented: “The digital space is evolving faster than ever - audiences expect more, and the landscape shifts daily. What makes neo different is that it’s built as a collective - a network of specialists who each bring something exceptional to the table. That kind of collaboration is rare, and it’s exactly what the industry needs right now: joined-up thinking that provides fresh perspectives and helps brands to drive culture.”

Salva Ramirez, Vision Director of neo and Managing Director of JTA Design, said: “Sport and entertainment don’t wait - they move fast, and digital moves faster. Brands that lead don’t just keep up with culture: they shape it.

“That’s what neo does. It's in our DNA. We’re built on decades of collective experience. In industries where attention is currency and relevance can be ruthlessly short-lived, neo helps brands to move faster, connect deeper and lead where it matters most.”

TJ Lee, neo’s Digital Pulse Lead and CEO of Vagabond, added: “People want to be part of something that feels real. At Vagabond, we’ve always believed that impact doesn’t come from pushy ads or paid noise, but from creating journeys that audiences actually remember. That’s what neo is all about - an integrated approach that connects creativity and data to build genuine relationships. It’s exciting to be part of the neo collective as we look to redefine how stories are told.”

For more information about neo and how it can transform your digital presence, please visit here.

By 2040, a generation will have passed since London last staged the Olympic and Paralympic Games. For many, the summer of 2012 is etched in their minds as a moment of national pride and global admiration. But when you pause to consider how much the world will have changed by the time the Games could return to the capital, it becomes clear this wouldn’t just be a nostalgic repeat. It would be a reinvention.

In 15 years’ time, today’s children will be the athletes, creators and consumers that brands are trying to reach. They will not even remember the last home Games, and their interests, viewing habits and social values will be shaped by forces that might not currently exist. AI-driven media, decentralised content platforms, and shifting definitions of sport and fandom will redraw the entire engagement model.

Any city that can help the IOC adapt to that future stands to gain, and London is well placed to lead.

The rise of lifestyle sports and new medal moments

The data already shows the shift in motion. According to the 2025 EY Sports Engagement Index, 72% of UK respondents consider themselves “core sports engagers.” But what they mean by “sport” is changing.

It’s no longer just about elite competitions or season tickets. The fastest-growing areas of participation are lifestyle-led: basketball, hiking, running, swimming.

Sports that are as much about community and wellness as they are about medals. The generation growing up on Strava, YouTube Shorts and shared step counts is more likely to be inspired to watch and play by local participation over paywalled content.

This isn’t bad news for the Olympics, quite the opposite. It’s a chance to meet young people where they already are. A future London Olympics could shine a light on sports that resonate with younger audiences in new ways.

Disciplines like skateboarding, climbing and 3x3 basketball have already made their debut, and more could follow. For National Olympic Committees, these newer sports represent fresh medal potential. For sponsors, they offer storytelling opportunities rooted in identity and culture, over competition.

A host city for the digital age

Equally, the shift towards more gender-balanced and inclusive formats continues to reshape what fans expect from the Games. Events like mixed relays and doubles in newer sports make sense not just in the name of fairness, but in engagement too. They reflect a world where audiences care as much about representation as results. Combined with the growing popularity of wellness culture, there’s a much broader canvas to paint on, one that spans physical spaces and digital touchpoints.

That’s where the media landscape becomes central.

By 2040, AI will have transformed content creation. The way fans discover, watch and interact with Olympic moments won’t be through linear TV alone. It will happen through smart filters, reactive content and decentralised social ecosystems we haven’t even named yet. Signs of the shift are already clear: the unified Olympics social channels generated 1.1 billion engagements in June 2024 alone, triple the levels recorded before Tokyo 2020. Nearly 40 per cent of that digital audience is under 34, showing how the Games already live inside youth culture.

This is where London’s strength as a global media and tech hub comes into play. Any host city needs to offer more than venues; it needs to offer vision. And London is well placed to act as a bridge between tradition and transformation.

At the same time, competition among host cities is intensifying. Saudi Arabia and the UAE are spending heavily to secure global sports rights as part of their long-term plans to transition from oil dependency to destination economies. Rights holders and emerging sports are looking at cities not only as locations, but as revenue sources. And in return, cities are betting on footfall, tourism and cultural relevance.

This is a hearts and minds business. If global sports rightsholders know that London is open for business, they are far more likely to bring high-value events to the UK.

Craving for shared context

Of course, every Olympic bid comes with questions about cost, legacy and impact. And it’s fair to say that, even with much of the 2012 infrastructure still in place, the economics are complicated. But what often gets overlooked in those conversations is the value of cultural momentum.

Events like the Olympics have the power to influence generational health habits, drive community participation, and put cities on the global stage in a way that shapes their future far beyond the closing ceremony. They offer a reason to rally around shared purpose, something that feels increasingly scarce.

That collective energy matters, especially for marketers. Because whatever form the Olympic content experience takes in 2040, attention will be more fragmented than ever. Having a single event that cuts through, where people gather physically and digitally to experience something together, is rare and valuable. It’s the kind of shared context brands crave, particularly when trying to connect with younger, more purpose-led audiences.

That’s why the smart money is already thinking ahead. London 2040 wouldn’t just be a sporting event. It would be a moment to reset what fan engagement looks like. It would be a platform for health and inclusivity, powered by technology but rooted in emotion. For brands and rights holders alike, it could offer the chance to rebuild trust, relevance and reach with an audience that’s rewriting the rules.

London has done it before, but the real opportunity lies in doing it differently. If that happens in 2040, we won’t just be looking back at 2012 with pride. We’ll be looking forward with purpose.

[Source: Two Circles]: Most sports followers become fans by the age of 14, with those that find sport early more likely to exercise every week, engage in social groups and spend money on sport, according to new analysis from sports marketing agency Two Circles.

Over the past 10 years, the global value of sports rights has grown by 50%, a stratospheric period of growth fuelled by more sports fans in the world than ever before.

With 4bn sports fans by 2032, the global value of sports rights could experience near 50% growth once again over the next decade, with those who know their fans best set to be the biggest benefactors.

To help sports navigate an increasingly competitive landscape Two Circles has conducted a deep-dive analysis into this topic, informed by 1bn+ data records, the 500m+ fans Two Circles speak to daily and listening to 30k+ stories of fan origination and rejection around the world.

Among the key findings are five ‘Foundations for Fan Origination’:

The Made by 14 Principle: A Window into Youthful Enthusiasm

Nearly 50% of sports fans are created by the age of 14 and they are more passionate, engaged, valuable and active as a result. While relatively consistent around the world, UK and Switzerland created fans younger than most, with 57% of fans ‘made by 14’, while India has older new fans, with just 35% ‘made by 14’. However, when it comes to cricket that number rises to nearly 50% - with the majority of each country’s most popular sports attracting fans at a younger age around the world.

Fans made by 14 are also significantly more valuable to the sports they follow. Globally, compared with fans made later in life, they are 24% more likely to declare themselves highly passionate, 98% more likely to consume a sport daily, spend $1.88 for every $1 spent by other sports fans on following sports and 26% more likely to do 150+ minutes of exercise per week.

Sharing Strengthens: Sport Fosters Communities, Both Digital and Real

Being a sports fan is not only about personal connection but is often a communal experience. If no-one in your social network is a highly passionate sports fan, you’re only 12% likely to be highly passionate about that sport. If only one of your social groups shares that interest, the probability doubles from 12% to 24%.

If you are surrounded by a network of highly passionate sports fans that probability leaps to nearly 80%, highlighting the pivotal role that sharing a sports passion can play within immediate peer groups.

Heroes & Teams: Navigating the Evolving Fan Landscape

While team loyalty remains robust, a notable shift has occurred. Generation Z is now almost twice more likely than any other generation to be drawn to sports by individual athletes. This type of following, however, is not at the expense of the formation of team allegiances, with 51% of Gen Z fans identifying as supporters of particular teams, compared to 50% of Millennials and 45% of Gen X fans.

Crucially, the insight indicates that younger generations are declaring their allegiances to teams in equal numbers as before, and team-based fandom has the same impact on behaviour - Gen Z fans are three times more likely to watch a sport live weekly if they support a team. They might come for the athlete, but they stay for the community.

This nuanced dynamic means sports organisations must balance between promoting individual athletes and team identities in order to capture the hearts of young fans.

New Origination, Same Retention: Adapting to Changing Fan Preferences

The emergence of online platforms gaming, sports documentaries, and social media have all changed how sports organisations engage their fans. But watching live television broadcasts is still the key driver, where 40% of all fans begin their relationship with sport.

However, fans created after 2000 have shown a preference for storytelling and on-demand content, marking the shift from the live sports preferences of previous generations.

Despite immersive media like gaming and docuseries being three times more likely to create fans later in life, live and on-demand media will remain key to passionate fandom.

Understanding. Caring. Belonging: The Pillars of Fandom

People don’t just “not like” a sport. They need to understand, care and belong. Simplifying rules, enhancing accessibility, and harnessing a sense of belonging will become the cornerstones of fostering fandom.

Cricket’s The Hundred is cited as a prime example, with a ‘lack of understanding’ seen as a key barrier to the sport. As The Hundred has shown, by breaking down barriers, fandom can be built at younger ages and in more inclusive ways.

Understanding the sport, genuinely caring about outcomes, and providing a platform where fans feel represented and valued are fundamental. Addressing these elements not only nurtures fandom but also bridges the gap for potential fans, creating a vibrant, inclusive sports community which in turn encourages more positive fan behaviour.

Gareth Balch, CEO & Co-Founder, Two Circles said: "We are aspiring to create more sports fans, which will always be worthy of deeper, considered analysis.

“Our mission is to build a better future for the sports industry, and by understanding the profound impact of youthful passion, shared connections, evolving fan preferences, and a sense of belonging, we are shaping a roadmap for sports organisations to foster enduring fandom and flourish in the future."

For in-depth analysis and a comprehensive overview of the study, click here.

Fans  

Traditional sport, it seems, is increasingly struggling to connect with younger generations.  

Only 23% of Gen Z describe themselves as passionate sports fans, compared with 42% of millennials, according to a survey assessing sport fandom in America; a significant fall and one that looks set to decline further in the next decade.  

An additional survey highlighted that 35% of US parents with children born from 2013-2017 said they lost interest in sports during the pandemic.  

In response, sports organisations are rapidly spinning-up digital platforms and personalised products aimed at attracting, retaining, and diversifying their fanbases.  

According to YPulse research, 70% of 13-37 year olds say that they don’t need to watch sports events to keep up with what’s going on. Many prefer to watch highlights or bitesize content rather than a full match. We’re also seeing growth in the type of content that audiences enjoy, with a greater variety to watch live or on streaming channels than ever before.  

Whilst younger generations’ appetite for watching a full match is declining, content consumption as a whole is increasing, with 30-60 minute streaming platform series and social media content growing in popularity. As a result, there is a rush amongst clubs, leagues and governing bodies to respond to fans’ insatiable demand for content by partnering with OTT platforms to produce docu-series.  

Traditional sports formats are also changing to appeal to a wider spectrum of generations and fans. The Hundred (cricket), super tiebreaks (tennis), RugbyX and 3x3 basketball are all examples of the shifts in fan preferences, resulting in new formats and rules being applied to traditional sports. Supplemented by slick digital content and social media engagement, format innovation is targeted at appealing to younger audiences’ preferences and habits.  

Stadium experiences are also transforming to meet fan expectations, with technological, sustainability and safety related enhancements at the core. Bringing the live stadium experience closer to those who can’t or won’t attend (with international and sustainable minded audiences) is also becoming an increasing focus for organisations looking to grow their fanbases. Digitally connected stadia and virtual/augmented reality in-home experiences will complement the fan experience, but these must be seamless and deliver real fan value to become truly mainstream and there is much work to be done here. 

Players  

Around half of Gen Z males in the US spend more time following non-traditional sports than traditional sports. This is challenging ‘traditional’ sports to evolve to attract younger audiences. The introduction of new Olympic sports in Tokyo 2020 and Paris 2024, such as climbing, skateboarding, surfing and breaking, is a direct response to the growth of these sports and aiming to draw younger and more diverse audiences to engage with the Games.  

A common denominator of high-growth sports is their more compact and action-packed format when compared with traditional sports. For example, Padel – a form of tennis played in an enclosed space – is the fastest growing sport in the UK with younger players finding it more exciting, sociable and easier to play than tennis.  

With participation and player dynamics changing, sports organisations are having to go back to basics to develop core digital capabilities to increase recruitment and retention of grassroots players. Making it easy for people to sign-up, find and book facilities online will be paramount to increasing participation as users expect a frictionless experience.  

Workforce  

Younger generations are growing up in a ‘purpose-focused’ world, challenging brands to reflect their values such as a commitment to sustainability, equality and inclusion. The race for talent is likely to continue at pace and younger generations in particular will seek out roles in sports organisations that have an authentic purpose and an inclusive working environment.  

The race for talent is likely to be particularly competitive for digital experts as new entrants and new innovations enter into the market. Private equity investment is playing an increasingly active role in professional sport and this is likely to soon filter down to grassroots sport, too. 

As the commercialisation of sports organisations develops, particularly at a grassroots level, the profile of full-time employees and volunteers within a workforce will also change.  

Sports organisations must embrace the change and importantly put themselves in a position where they are agile to respond to the changing demands of the next generation. 

The next decade will be crucial in determining the future success and legacy of some sports. Whilst the future consists of many uncertainties and potential challenges, it also will provide great opportunities for the sports industry to take an active role in addressing the next generation’s most pressing concerns: climate change and sustainability, health and wellbeing, and societal issues. 

Alice John, head of economic growth and development advisory in Deloitte's Sports Business Group, spoke on the panel The Future Fan at Host City 2022