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Latest news from the OCOGs

19 Dec 2019

The Games Experience Programme kicks off in Tokyo

During dedicated meetings in Tokyo at the end of August, the Tokyo 2020 IKM and GEP team kicked off the Games Experience Programme (GEP), previously known as the “Observer Programme”, with preliminary discussions on logistics, format and content. The new-look programme, to be run for the first time at next year’s Games, will not only be tailored to the specific learning needs of future OCOGs, but will also combine the experience programmes of both the Olympic and Paralympic Games. It will encompass co-creation, Olympic Agenda 2020/New Norm principles and a range of different activity types, from operational experience visits to morning talks. Another exciting addition to the programme is the GEP campus, which will act as the GEP headquarters for all participants to meet, network and learn.

The kick-off meetings held with all Tokyo 2020 areas have now paved the way for further collaboration between them, the IOC and the IPC in preparation for the first GEP activities during the wave three test events in May 2020. 

Tokyo 2020 IKM
EMDP training continues for Tokyo 2020

As Tokyo 2020 progresses with its efforts on operational readiness, an absolutely critical element for a successful Games edition – a new Event Management Development Programme (EMDP) – has been designed for the first time. As reported in more detail in the last newsletter, the programme is aimed at supporting and empowering key Venue Management members with the necessary information, skills and behaviours to undertake their role.

After the successful roll-out of the first module in May, further training opportunities were delivered to Tokyo 2020 in August and September. In small groups, the Venue General Managers (VGMs) and Deputy Venue General Managers (DVGMs) learnt about the process of leading a successful venue team formation, aimed at securing a highly competent, confident and motivated venue workforce; and about Games fundamentals, including key expectations of Olympic and Paralympic stakeholders and the successful resolution of venue operational issues.
One participant said after the meeting: “This training makes it very easy to understand stakeholder expectations and the duties of each FA. Therefore, I think this training should be conducted for each and every FA leader involved with stakeholder management. For instance, it’s a good lesson not only for the VGMs, but also for the FNB FA members, that all stakeholders seem to have high expectations on food.”

The EMDP is closely aligned with the OCOG’s readiness activities ahead of hosting the Games next year. It will also be rolled out to organisers of future Games

Tokyo 2020 IKM
Executive Learning Pathway starts for LA 2028

Senior executives from LA 2028 participated in their first Executive Learning Pathway (ELP) activity last month. Taking place on 18 November at the LA 2028 offices in Los Angeles, the session brought together 12 senior board members who are leading the operational and commercial activities of the OCOG.

Neil Wood, former CFO of London 2012, shared his rich knowledge about an OCOG’s lifecycle, and John Furlong, former President and CEO of Vancouver 2010, spoke about the importance of having an ambitious vision that has the power to excite a nation and provide resilience to the team. Both were timely presentations for the LA 2028 leadership and provoked valuable discussions. The activity was rounded off with a brainstorming session about the group’s future learning needs and ambitions for ELP activities. The next ELP is set to be organised in the first half of 2020.

This first activity is part of the structured ELP, aimed at providing a unique environment for senior OCOG executives and delivery partners to consider the larger strategic decisions to enhance Games value and seek the highest level of delivery efficiency.

Over the OCOG lifecycle, several ELP activities are delivered as part of a pathway based on specific OCOG needs, using methodologies such as Executive Education, Executive Observation & Experience and Executive Situational Coaching. Co-creation is at the core of the methodology from the design, delivery and wrap-up stages of each learning operation. 

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