Sport Isn’t Obliged to Save the World. We Are.

December 3, 2025 – Nick Keller, Founder & President, Think Beyond

Richard Gillis, in his 10 provocations published on LinkedIn following a recent discussion with Michael Payne, wrote that sport’s ‘brand purpose era is over’. As Oxford University Press announces that ‘rage bait’ is their Word of the Year, consider me rage baited. The Unofficial Partner sentiment: sport is entertainment, nothing more, and it shouldn’t be asked to solve climate change, inequality or any of the crises shaping our lives.

But this framing misses the point. The obligation isn’t on sport to fix society. The obligation sits with our generation — the people currently making decisions, allocating resources and shaping the systems that will define the next twenty years. Sport happens to be one of the most effective tools available to us, not just socially but commercially, and ignoring that potential is a strategic mistake.

We are operating in the most unstable period since 1945. Climate disruption, AI upheaval, mental-health pressures, polarisation, loneliness and eroding community structures are colliding with rising geopolitical tension. None of these crises were created by sport, yet all of them shape the lives of athletes, fans, employees, consumers and partners. In that context, it is entirely rational — even commercially intelligent — to use platforms that can influence behaviour, strengthen connection, support wellbeing and bring people together across divides. Sport does this more naturally than almost any other industry.

It is disingenuous to pretend that sport is separate from purpose. Fans consistently adopt behaviours modelled by their clubs. Young people trust athletes more than politicians or corporate executives. The value of role models has never been more powerful. Athletes today are visible in every aspect of their lives, which amplifies both their influence and their responsibility. Encouraging them to speak authentically about what matters creates trust and drives meaningful engagement and can drive change.

Sport remains one of the few universally accessible arenas of identity, belonging and community. You do not need a manifesto to have influence; sport has cultural impact built in. And while no sport alone can solve the climate crisis, the climate crisis is fundamentally a behavioural crisis — and behaviour is shaped by culture. Some sports face existential climate threats and will naturally lead in this space. Others will lean into what they already do best: improving community health, supporting young people, opening employment pathways, building cohesion and contributing to social resilience. Purpose is not a uniform, but every sport carries influence whether it acknowledges it or not.

Crucially, while some argue sport should retreat from purpose, the commercial market is moving in the opposite direction. Brands are increasingly becoming aware of their impact and the audience they speak to and therefore prioritising values-driven, human-centred partnerships because they generate stronger engagement and loyalty. Mintel Research predicts consumers will want “emotional, ethical and sensory value beyond function…”

It’s hardly surprising—our minds are increasingly hijacked by technology, so we seek something deeper in our choices. This isn’t a passing trend; it marks a new balance between the decisions we control and the forces we cannot.

Investment across women’s sport, mental-health initiatives and community-anchored programmes is rising not because they are “worthy” but because they drive deeper connection and open new audiences. Younger demographics reward organisations that align with meaningful human experiences — and sport is uniquely positioned to deliver those experiences authentically. Purpose isn’t competing with commercial value; it is shaping future commercial value.

The same is true inside organisations. Productivity, belonging and mental wellbeing are increasingly recognised as business-critical factors, and sport — whether through participation, fan culture or community programmes — is proving to have measurable impact on each. Companies are beginning to recognise the ROI of integrating sport more meaningfully into workplace culture, employee programmes and broader organisational strategy.

As governments, health systems and employers struggle with the consequences of inactivity, loneliness and rising mental-health demand, sport is no longer simply entertainment. It is becoming a core part of social and economic infrastructure. We should expect to see greater investment from public bodies, development institutions and large organisations precisely because the evidence base for sport’s contribution is strengthening.

Sport is not a silver bullet, but it can be a catalyst. When we choose to harness its reach and influence, we unlock possibilities for progress that few other platforms can match. Sport has no obligation to change the world, but we do.