The Sports Economy’s $8.8 Trillion Potential

In 2026, the world will witness a rare convergence of mega sporting events: the Winter Olympic and Paralympic Games, the FIFA World Cup, and the Youth Olympic Games. Billions will tune in, but sport’s real influence extends far beyond stadiums. It plays out in parks, oceans, schoolyards, and neighbourhoods—shaping how people move, connect, and stay healthy. 

The World Economic Forum projects that today’s sports economy, already valued at $2.3 trillion, will reach $8.8 trillion by 2050. But this progress depends on three key foundations: healthy people, stable environments, and resilient communities.

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Those foundations are now under strain. Rising physical inactivity, especially among young people, is colliding with escalating climate and nature risks. By the end of this decade, physical inactivity is projected to cost healthcare systems more than $300 billion, according to the World Health Organization, at a time when governments are already carrying historic debt burdens and facing rising rates of non-communicable diseases and related health risks. Extreme heat, air pollution, and water stress are disrupting competitions and discouraging everyday participation, deepening inequalities in access to safe, inclusive places to play. 

For example, World Economic Forum analysis indicates that only 10 countries are expected to be able to host the Winter Olympic Games by 2040, underscoring how rapidly climate constraints are narrowing the geography of global sport. These pressures reinforce one another, threatening long-term participation and the sector’s ability to generate financial, social, and environmental returns. Left unaddressed, they could wipe out as much as $1.6 trillion annually from global sports earnings by mid-century, according to World Economic Forum analysis. With the sector’s growth trajectory increasingly exposed to environmental and health disruptions, the question is whether sport can reinforce the very foundations it depends on.

As growth continues at pace, global decision-makers have an opportunity to shape the sector’s next chapter. Sport is not only shaped by global risks; it is one of the few cultural and economic forces with the reach to help mitigate them. Aligning commercial incentives with public value must therefore become a core strategy, not a side initiative. Three levers stand out.

First, walk the talk on resource stewardship. Mega events, facility construction, equipment manufacturing, and travel carry significant resource demands, but they don’t have to. Circular business models that extend product life, lower ownership costs, and embrace reuse can reduce environmental impact while expanding participation. In the United States, sales of used sporting equipment are projected by the Mastercard Economics Institute to grow at double-digit rates next year, reflecting rising consumer preference for value and access.

The stakes extend beyond waste reduction. Plastic pollution increasingly threatens ocean health, with direct consequences for swimmer safety and the long-term viability of water-based sports. Treating natural systems as core sporting assets makes circularity a business imperative.

Second, we must design public spaces for movement. When cities embed movement into daily life, through accessible parks, clean waterways, shaded paths, and community facilities, sports participation rises, emissions fall, public health costs drop, and communities become more attractive for events and tourism. Resilient infrastructure can turn sports venues from isolated sites into year-round community assets.

Third, leaders must mobilize purpose-driven capital. As sport matures as an asset class, investors must steer financial flows toward initiatives that deliver social and environmental value alongside profits, from sustainable venues to nature-positive tourism, and community activation. Purpose-aligned investment can accelerate the sector’s transition while offering competitive performance.

Markets alone won’t deliver this shift, and governments, fiscally and politically constrained, cannot act alone. As we enter the second half of a decisive decade, sport stands out as a cultural force capable of mobilizing attention, capital, and political will at scale. The future of sport, and the benefits it can unlock, will depend on deliberate collaboration among governments, businesses, and civil society.

Sport can reinforce today’s extractive patterns—or it can model a new definition of success, one that links performance on the field with wellbeing beyond it. In 2026, the world will be watching the games. It will also be watching whether sport chooses to be a spectator of global change or an active player in shaping it.