The European sport sector is currently navigating a transformative shift, as highlighted in the 14th edition of the EASE Talks released in January 2026. This session, featuring Daniel Ley of INAPS Luxembourg and insights from a podcaster Younes Filali of KU Leuven (link to his podcast : Spotify /Apple Podcast), explores how sport governance serves as the primary engine for professionalization. Rather than focusing simply on the transition from volunteers to paid staff, the discussion champions a macro-vision centered on capacity building to turn sport management into a sustainable and highly respected professional field.
The Paradox of Technical Excellence and Administrative Fragility
A significant challenge facing the industry today is the « Governance Gap, » a systemic knowledge deficit that occurs when organizational leadership lacks the strategic, legal, and administrative competencies required for modern management. This creates a striking paradox where technical staff, such as coaches, are highly certified and professionalized, while the administrative core remains fragile due to a lack of formal management training. Without professional governance, organizations often fall into a state of « Actionism, » where leaders are trapped in a cycle of reactive management, fixing immediate problems with short-term fixes rather than following a long-term strategic vision. This lack of expertise is more than just an operational hurdle; it creates genuine compliance risks, including vulnerability to audits, professional liability, and the potential loss of vital funding.
Redefining Professionalization Through Capacity Building
To address these vulnerabilities, a new philosophy is emerging that moves beyond the binary choice between volunteers and professionals. As Daniel Ley emphasizes, professionalization is not about replacing volunteers with paid employees, but rather about enhancing the competence with which work is performed. By focusing on capacity building, organizations can give their existing staff and volunteers the resources and skills necessary to improve good governance. This professional framework rests on four essential pillars: a state-recognized education framework, an ethical charter for managers and coaches, social legitimacy through meeting public needs like youth development, and a structured institutional response supported by state policy.
The New Model: From Theory to Action
Luxembourg has already begun implementing practical tools to bridge this gap through INAPS, providing a blueprint for the rest of Europe. One of the most impactful innovations is the « Capacity Map, » a self-evaluation tool that allows sports organizations to assess their own organizational competencies. Furthermore, new educational pathways, such as a two-year BTS degree in Sports Management, are training « operational leaders » who are specifically equipped to manage day-to-day risks and administrative complexities. These initiatives aim to change the mindset of those running clubs, helping decision-makers move toward a more strategic, multi-perspective vision.
A Unified Vision for the European Sport Ecosystem
Looking toward the future, the goal is to establish a European framework that recognizes good governance skills across borders. Moreover, As Younes Filali mentioned ‘governance is not just about structures, but about trust, transparency, and people’. By integrating practical education with a deep understanding of EU policy, the sector can better advocate for its needs and transform sports management into a credible, stable institutional field. There remains a critical need for exchange platforms that allow for a « bottom-up » approach, ensuring that the voices of those on the ground are heard by decision-makers. Through cross-border cooperation and standardized educational pathways, the sport sector can finally move away from the fragility of the past and toward a professionalized, sustainable future.