Innovating for success
Innovation is a hot topic. Every President or CEO of a sports federation, franchise or event must see innovation as the answer to growth. Among other things, innovation in sport attracts more media, fans and sponsors but more importantly the ability to differentiate your proposition in an increasingly crowded market place. Simply put, brand innovation drives growth.
The Next Gen ATP Finals in Milan last week provided us with a mini-case study of finding a delicate balance between success and failure.
- Failure is not acceptable.
When models were asked to reveal a letter to determine which group a player was allocated by raising her dress or a player to remove a model’s glove with his teeth, this was a total failure. Apart from the unnecessary sexualisation, it reflected very poorly on the ATP and sponsor, Red Bull.
- Innovation is a learning curve.
If you play safe you will never evolve. In Milan matches were best of five sets but played to four games with a regular tiebreaker at 3-3. Having reduced the time per set, the tie breaks seemed to have the reverse effect. Automated line calling, no doubles lines, no let call on serves, on court coaching (only in English) during breaks, shorter warm-up, 25 second clock and one medical time out per match introduced a new set of dynamics. No doubt there is some fine tuning to be done but that is part of the innovation challenge.
- Wrong is different to failure.
There is a difference between getting something wrong and failing. No let call on serves was clearly unsettling for the players but added extra drama and excitement for the spectators. Given all the other changes introduced at once, it would make sense to correct or eliminate those that did not work. To innovate, it is essential to have the room to experiment, even if it means getting it wrong from time to time. F1 is a good case in point with constantly change rules and points systems.
- Invest in product development.
There is no replacement for product testing and development ahead of a launch. Those brands and sports that grow invariably test, analyse, learn and fine tune before heading to the market. Trial and error is a more expensive process in the long run. When you are talking about the reputation of your brand, testing a new format or getting feedback from key stakeholders is all part of the process. There is enough unpredictability in sport without knowing if your boldest innovations in nearly 40 years will flop or not.
- Plan for success, not failure.
In any business, there is a point of no return. High performing innovation brands plan for success; they think how to adapt and succeed. Some, maybe not all of the changes in Milan will feature at official ATP events soon. The US Open has already experimented with a 25 second clock between points and coaching from the stands at some events this year. Innovation requires perseverance and fine tuning.
My heart sank when I read the comments by Chris Kermode, Executive Chairman and President of the ATP who told journalists in Milan: “The big changes – best of five, first to four, is that going to happen in the next five years? No chance, in my opinion. Can it happen in 10 years? Yeah, I think so.” By which time, the next generation of professionals in Milan will have disappeared into the sunset!