Milan-Cortina 2026 is dominating much of the Olympic Movement's attention, but even in this very special season, there's more to life than winter sports! The Association of Summer Games International Federations (ASOIF) has presented its 2026-2032 strategy, the result of a year of reflection and discussions with its members. Its ambition: to strengthen the federations it represents and expand their influence.
"Concrete and measurable" initiatives
This strategy rests on three pillars:
- The defense, influence and representation of the FI
ASOIF aims to represent the common interests of International Federations (IFs) by advocating for high governance standards and strengthening their influence. Four strategic objectives are outlined: to collectively represent IFs in decision-making; to defend the autonomy of IFs and promote recognition of their role; to increase the visibility and expertise of IFs in sport and society; and to uphold IF governance standards.
- The excellence of the Olympic Games
The aim here is to ensure " significant and structured participation "International Federations (IFs) are involved in the decision-making processes of the IOC and the Games organizing committees to ensure they can express their full potential on the biggest stage and thus be valued to the maximum. Four strategic objectives are also set: to contribute to the establishment of a clear and objective process and methodology for determining the Olympic sports program in collaboration with the IOC; to clarify the distribution of Olympic revenues based on transparent and objective criteria; to promote the role and coordination of IFs in the planning and organization of the Games; and to strengthen mechanisms for monitoring and resolving issues related to the Games."
- Collaboration and knowledge sharing
ASOIF aims to coordinate collaboration among international organizations (IOs) on their shared challenges and priorities. The goal is to facilitate exchanges, ensure that each organization's experiences can benefit others, and thus foster mutual growth. The four strategic objectives identified are: developing and modernizing knowledge-sharing platforms; ensuring thematic coordination through committees and working groups; facilitating joint initiatives where collective action adds value; and strengthening member visibility and internal communication.
« Our new strategy translates three clear strategic pillars into concrete, achievable, and measurable initiatives, ensuring that ASOIF is ready to put its money where its mouth is., says the president of ASOIF, Ingmar De Vos. With a roadmap extending to 2032, aligned with the Olympic cycle, we anticipate an evolution of the operational landscape and governance while remaining firmly guided by our fundamental principles of member focus, collective value, clarity, transparency and future readiness. »
Clarity and transparency
The initial progress made in implementing this strategy will be reviewed by the ASOIF Council at its next meeting on March 3, and then in greater detail at the 50th General Assembly to be held on May 25 in Baku, Azerbaijan. The results of the sixth review of IF governance will be published this summer.
« Today, international financial institutions (IFs) operate in a more complex and unpredictable environment. They are asked to do more with the same resources. At the same time, the diversity of our members has increased, both in terms of scale and strategic needs., recalls Ingmar de Vos. Following the extensive consultation I conducted at the beginning of my mandate, it became clear that clarity and transparency are essential for ASOIF to move forward with its fundamental priorities. "A thorough evaluation of the implementation of this strategy is planned in two years, following the Los Angeles 2028 Games."
