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n The Leadership Challenge “Give yourselves just seven years to marshal all the money needed, employ the best possible staff, procure billions of pounds’ worth of goods and services, and mobilise tens of thousands of volunteers – with sustainability at the heart of the entire operation – and that’s the London 2012 Games” – Jonathon Porritt, Chair of London 2012 Sustainability Ambassadors Group With seven years to prepare for London 2012, a significant national responsibility fell squarely onto the shoulders of a select few leaders. For Paul Deighton, Chief Executive of Locog, an immediate challenge was the financial demands of staging the games. London 2012 was funded through a complex combination of public and private sector revenue streams. Locog was established as a private company overseeing a core budget of over £2 billion, with almost all revenue raised from the private sector. Whilst Deighton’s team benefited from commercial opportunities granted by the International Olympic Committee, the London team was tasked with raising substantial sums through ticket sales, merchandise and a domestic sponsorship programme. The target? A testing £633 million. Deighton built and oversaw a commercial team drawn from a variety of backgrounds, and originated, negotiated and executed over £750 million of domestic commercial sponsorship, well in excess of the original target. The 2012 Olympic Games in Numbers 5 jumbo jets that could fit, wing-to-wing, inside the International Broadcast Centre 44 world records broken 95 % of UK population that were within 10 miles of the Olympic Flame 10,800 athletes who competed at the games 26 sports that took place across 38 disciplines 65 medals won by Team GB 17 kilometers of steel cables used to make the double-curving, cable-net roof structure of the velodrome – twice the height of Mount Everest 4 info@odgersberndtson.com | www.odgersberndtson.co.uk
Staging an event of the scale and scope of a modern Olympics remains a leadership challenge for which only world record breakers need apply Against a backdrop of global economic uncertainty, the team completed 44 domestic sponsorship contracts, a further 55 licensing and retail contracts, three hospitality contracts and the sale of eight million Olympic and Paralympic tickets, which alone accounted for £500 million in revenue. Couple this with an additional £700 million from the sponsorship and broadcast revenues of the International Olympic Committee and Locog succeeded in meeting the financial challenge head-on. Across the 23rd floor of London 2012’s Canary Wharf HQ, Sir John Armitt, Chairman of the Olympic Delivery Authority (ODA), led the public sector body responsible for developing and building the new venues and infrastructure. Sir John and his team were granted a budget of £5.3 billion – provided by the Department for Culture, Media and Sport, the Greater London Authority and the Olympic Lottery Distributor. Transport was an additional headache, with many suggesting that London’s creaking Victorian infrastructure would be unequal to the task of delivering the hundreds of thousands of spectators to their venues. In the end, London’s transport network exceeded all expectations in delivering a smooth service throughout the Games. info@odgersberndtson.com | www.odgersberndtson.co.uk 5
Page 1: London 2012 The leadership & talent
Page 6 and 7: n The Talent Challenge “We needed
Page 8 and 9: n Finishing First A key feature of
Page 10 and 11: n Contact Details Board & CEO Baron
Page 12: Global Offices International Execut

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