At its core, the strategy reflects a recognition that IFs are being asked to do more with fewer resources, while navigating increasing scrutiny from governments, regulators and the public. As ASOIF President Ingmar De Vos notes, the environment has fundamentally changed, requiring “a more deliberate and forward-looking approach” that strengthens both collaboration and influence.

From consultation to clarity

The strategy is the result of an extensive consultation process throughout 2025, including surveys, interviews and General Assembly discussions (as outlined in the timeline on page 15 of the strategy document). This process has culminated in a clearer mission: to “represent, strengthen and grow the collective influence” of IFs within the Olympic and sports movement.

That clarity has been reinforced in ASOIF’s early 2026 meetings, where implementation has already begun to take shape. The Council’s March meeting and the upcoming 50th General Assembly in Baku are positioned as key milestones, ensuring that the strategy moves quickly from ambition to delivery.

De Vos emphasised the intent behind the roadmap:

“Our new Strategy translates three clear strategic pillars into actionable, achievable and measurable initiatives… ensuring that ASOIF is ready to walk the talk.”

Three pillars shaping the future

At the heart of the strategy are three interconnected pillars: Advocacy, Influence & Representation; Olympic Games Excellence; and Collaboration & Knowledge Sharing.

The first pillar signals a more confident stance from IFs, with ASOIF committing to defend autonomy, strengthen governance standards and elevate the role of federations in global sport decision-making. This includes engaging more actively with institutions such as WADA, the Court of Arbitration for Sport and even broader policy arenas such as the United Nations and OECD.

The second pillar, Olympic Games Excellence, goes to the heart of long-standing tensions within the Olympic ecosystem. ASOIF is seeking greater clarity and transparency around the Olympic sport programme and revenue distribution—two issues that have historically defined the balance of power between the IOC and IFs. The strategy explicitly calls for “transparent and objective criteria” in revenue allocation and stronger IF involvement in Games planning and delivery.

The third pillar focuses on collaboration, recognising that many of the challenges facing IFs—particularly sustainability, governance and commercial pressures—require shared solutions. This includes modernised knowledge platforms, structured workshops and joint initiatives that create efficiencies across federations.

Sustainability as a test case for collaboration

Recent ASOIF meetings have already demonstrated how this third pillar is being brought to life. The Sustainability Workshop held in Lausanne in April brought together more than 30 IFs to address climate risk, sustainable finance and accountability in event delivery.

The workshop’s outcomes highlight a growing alignment across federations, particularly around the need for common standards, shared tools and coordinated messaging. The planned rollout of the SMART platform—a data-driven system to measure sustainability performance—by October 2026 is one tangible example of this collaborative approach.

David Graham, Chair of the ASOIF Sustainability Commission, captured the tone of the discussions:

“The convergence of leading sustainability experts… created a uniquely powerful forum… culminating in practical, action-focused outcomes and a clear sense of collective purpose.”

Importantly, sustainability is not positioned as a standalone issue, but as a lens through which governance, finance and operations must increasingly be viewed—particularly as climate risk begins to reshape the delivery and insurability of major sporting events.

Purpose, impact and emerging leadership

This growing emphasis on collaboration and measurable impact is also reflected in wider industry analysis. Early insights from the Global Sustainable Sport (GSS) Purpose & Impact Assessment Programme 2026 suggest that a number of ASOIF member federations are already emerging as leaders in purposeful sport.

Among those featuring prominently in the preliminary index are the International Hockey Federation, the International Biathlon Union and World Athletics—each demonstrating consistent progress across governance, environmental action and stakeholder engagement.

Their inclusion highlights a broader trend: that IFs which are embracing transparency, structured sustainability programmes and cross-sector collaboration are increasingly being recognised not just within the Olympic Movement, but across the wider sport ecosystem.

Global Sustainable Sport will publish its preliminary findings in early May, providing one of the most comprehensive data-driven snapshots of purpose and impact across more than 5,000 sports organisations worldwide.

A stronger voice in a shifting landscape

What emerges from both the strategy and recent ASOIF meetings is a more coordinated attempt to strengthen the collective voice of IFs. This is particularly evident in the emphasis on advocacy and representation, where ASOIF is positioning itself as a central platform for aligning positions across federations and responding to external threats to their autonomy.

The strategy also acknowledges the diversity of IFs—both in size and maturity—and seeks to ensure that all members can benefit from shared resources and collective influence. This is reflected in the guiding principles of “member focus, collective value, clarity and transparency, and future readiness.”

From strategy to impact

The real test for ASOIF will be whether this strategy translates into measurable change. Early signals from 2026 suggest a more structured approach to implementation, with clear timelines, reporting mechanisms and alignment with the Olympic cycle through to Brisbane 2032.

There is also a growing recognition that IFs must engage more actively beyond traditional sport governance structures, particularly in areas such as sustainability, public policy and global development. This broader positioning could redefine the role of federations—not just as regulators of sport, but as contributors to wider societal challenges.

A pivotal period ahead

As preparations accelerate for Dakar 2026, Los Angeles 2028 and ultimately Brisbane 2032, ASOIF’s strategy arrives at a pivotal moment. The coming years will test whether IFs can move from fragmented approaches to a more unified, influential collective.

For ASOIF, the message from its recent meetings and January launch is clear: the organisation is no longer simply supporting its members—it is seeking to lead them.

And in an increasingly complex global landscape, that shift in ambition may prove to be its most important move yet.