What business leaders can learn from the 2026 Commonwealth Games
The organisers’ adaptability and resoucefulness in challenging times is an example to be followed, writes Ali Shaw
After more than 18 months of anticipation, the Commonwealth Games returns to Glasgow tomorrow. Those who remember 2014 will recall the excitement and amazing sense of community that took hold of the city, perhaps best captured by the ‘People Make Glasgow’ tagline that came to be synonymous with the big event.
One of the greatest successes of those Games was undoubtedly the legacy it left behind. In fact, the capability, skills, and infrastructure developed for that year are just some of the reasons why Glasgow was able to step in at the last minute and commit to playing host in such a short time frame.
To explore how business leaders can support the long-term impact of the Games this time around – and learn from all it entails – we have been holding a series of insightful talks with track cyclist Jack Carlin. Having used Glasgow 2014 as his inspiration to become an Olympic medallist years later, he is living proof of what is possible.
Perhaps what shone through most from Jack’s experience is the sense of purpose that everyone involved in sport has – not only in terms of competing on the world stage, but inspiring and encouraging others to be healthier, more active, and be the best version of themselves.
Businesses can play a critical role in that for their own people, and wider society, by supporting grassroots sport. Jack talked about the invaluable help he received from a range of sources, including a local bike shop providing equipment and a grant from the Braveheart Cycling Fund, which made a huge difference early on in his journey.
Organisations like Edrington are leading the way on that front, raising more than £3 million of investment to encourage more people into cycling. If more businesses can do their part, contributing what they can to the sports they are passionate about, we can inspire an entire nation as well as a new generation of athletes.
Commitment was also a clear theme. Athletes and their families often make huge sacrifices to get to the point of competing at the highest level – whether that is financially or in other aspects of their lives. Jack recalled how his parents gave up vast amounts of their time to take him to training and even having to sell a car at one point to pay for his cycling equipment.
Yet, when he won at the delayed 2020 Tokyo Olympics, with no family or friends there to celebrate with, he talked about the five years of sacrifice to get to that moment and the lack of fulfilment it left him with. It speaks to the fact that although many things in life may seem like an individual pursuit, reaching your target only means something when that moment is shared with the people who helped you along the way.
We feel extra connected to these Games due to our involvement in recruiting the leadership team and non-executive directors responsible for organising the event. As we heard from Theresa Shearer FRSE, Non-Executive Director and Chair of Glasgow 2026 EDI Committee, at Livingston James’ Pedalling Forward with Purpose event in partnership with Scottish Cycling, it’s worth remembering these Games are reimagined. It has been well documented that the time and budget available to prepare for the 2026 Games hasn’t been there, but what the organisers are doing is an incredible feat of resourcefulness and adaptability.
Existing venues are being adapted, the programme is more focused, and the event is fitting into the groove of Glasgow, rather than happening to the city. In these challenging times for many businesses, there are some clear lessons to take from how the Games are being put on and how that may apply to their circumstances.
This summer’s Commonwealth Games are a great chance to inspire, invest, and learn – Jack is a great example, with the 2014 Games acting as the catalyst for him becoming a back-to-back double Olympic medallist. If we’re to make the most of what hosting such a grand occasion presents, we all need to play our part in seizing the opportunity.
Ali Shaw, director at Livingston James
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