Sports management education has evolved with globalization, technology and shifting consumer trends. Modern programs blend data analysis with real-world learning and industry partnerships, equipping students for global careers in sports. In this interview, Daniel Kelly discusses the evolution of sports management education and the impact of real-world learning.
The EvoLLLution (Evo): How has sports management education evolved over the last decade, and what forces are driving its transformation?
Daniel Kelly (DK): About a decade ago, the focus was on globalization, starting with mobile devices, social and digital media. While the focus is still global today, its emphasis has grown to include the Middle East. We have a campus there, and we’re really focused on being a global university. Rather than students studying there for a week, we have a six-month timeframe.
The shift now is toward interactions with millennial and Gen Z consumers. The biggest change has been going from just a data and analytics focus to translating that information into valuable consumer insights. Data is important, as you have to understand it first, but you then need to know how to tell a story with that data. It’s the fastest-growing market for our students looking for a future in the sports business.
Evo: What role does real-world learning play in bridging the gap between academia and the sports industry itself?
DK: We’re fortunate that our NYU SPS Tisch Institute for Global Sport faculty have industry experience. It allows us to bring the classroom into the real world for a more realistic and valuable learning experience. Most programs around the world don’t have this army of sports business experts. We have so many resources that help us bring the faculty’s experience and skills into the curricula and make the learning experience more relevant.
When students walk into a job interview, they’re bringing real-world experiences, which puts them in a better position in the market. On our end, we’re able to see what’s working and what’s not and adjust when necessary. We look at how we can tweak curricula and what faculty we need to bring in.
Evo: How can strategic partnerships enhance the whole educational experience?
DK: We have a phenomenal partnership with the National Football League, and it’s made me a better professor. I’ve learned so much from this partnership. We have access to the leadership team and different departments. In our executive education programming, we’ve trained over 200 executives from the NFL. That’s between the league office in New York, their film office in New Jersey and the media office in L.A., as well as the 32 clubs around the country.
We’re able to design critical thinking projects based on the NFL case study. And this strategic partnership is unique to NYU SPS. That provides us with a differentiator in the marketplace. You may come here for the New York experience, but we’re a global university with 14 different global centers across the world—Prague, London, Paris, Australia, Ghana, Shanghai, Abu Dhabi and more. So, being able to provide this access for students is critical.
Evo: How can institutions balance traditional academic coursework with experiential learning opportunities to meet the demands of the evolving sports landscape?
DK: At our institute, we have three degree programs, one of which is our Master of Global Sport, which is like an executive-level program. The average age is 33 years old, and students are professionals anywhere from five years to 35 years out of undergrad. So, students can be 22 to 55 in this program. But the program is predominantly online. We meet four times a year—once in New York and then three international trips for one week. You spend essentially 80% of your time online, but 20% of the time is in person.
With this, students can meet with professionals from global sports businesses across the world. For example, we went to Abu Dhabi in January and met with Yasmar Marina Circuit for Formula One executives and Sail GP executives. Students had an opportunity to attend live sporting events. More importantly, they had the chance to network and connect in in-class sessions with executives from the Special Olympics in Abu Dhabi along with many government agencies.
They’re building their networks. It’s a chance to meet amazing people to work on critical thinking projects around the world based on the locations we are in. They’re writing extensive papers on what value adds they can bring to the United Arab Emirates and their sports economy. And they’ll do the same thing in Argentina and the same thing in Portugal. When they get to the marketplace, they’ll be agile and adapt to different cultures and sports ecosystems. In the end, they come out more prepared.
Evo: What major trends and innovations do you foresee shaping the future of sports management education?
DK: The first trend is more of a focus on the consumer or fan and global citizenship. Companies are expecting that when they’re hiring new talent with title acquisition, that they’re coming in culturally proficient. For instance, the NFL has an international component in its international office, and they do extensive work with building flag football in China, Mexico and Canada. Most people ask about the work in Germany or the UK—those are up and running.
Then there’s the Basketball Africa League, which has a combination of FBA and the NBA support. And the NHL has done extensive international work. They’ve actually had some work in Abu Dhabi, so they’re helping to support local hockey leagues in Abu Dhabi.
So, these students are spending extensive time ingratiating themselves into the local community. When they come into the job interview process, they have solid contacts and understand how to navigate the different time zones. You have to be able to adapt in this changing world, and our graduates hit the ground running when they join the global sports workforce.
Many students have their dream job locked into their brain, but it’s often not what they imagined because the job evolves with the times. So, global citizenship and a fervent understanding of adaptability in the workplace are the skills our students embrace to be successful in the global sports industry.
Evo: Is there anything you’d like to add?
DK: Mentorship is a big piece of success. I got lucky. I was an undergrad, and I had a mentor who was a music professor but who really helped me navigate a career in sports business. He helped me find mentors and build out a career. With his advice, I was able to test-drive different career paths in academia.
Getting my PhD from Ohio State was my differentiator, and it has been the best investment I made in my career path. It led me to Georgetown, to NYU SPS and to this position, where I lead curricula and academics for the NYU SPS Tisch Institute for Global Sport. Good mentors are amazing, and it’s important to invest in them or a personal board of directors. That’s something that can be a value add for you throughout your entire career.
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