In 2026, the globe will see a rare gathering of major sporting events: the Winter Olympic and Paralympic Games, the FIFA World Cup, and the Youth Olympic Games. Billions will watch, but sports’ true impact goes well beyond stadium walls. It unfolds in parks, oceans, schoolyards, and neighborhoods—shaping how people move, connect, and maintain their health.

The World Economic Forum that the current sports economy—already worth $2.3 trillion—will hit $8.8 trillion by 2050. However, this growth relies on three core pillars: healthy individuals, stable environments, and robust communities.

These pillars are currently under pressure. Physical inactivity—particularly among youth—is clashing with growing climate and natural risks. By the end of the 2020s, physical inactivity is expected to cost healthcare systems over $300 billion, per the , at a time when governments already face historic debt loads and rising rates of non-communicable diseases and associated health hazards. Extreme heat, air pollution, and water scarcity are disrupting events and reducing daily participation, widening gaps in access to safe, inclusive spaces to play.

For instance, the World Economic Forum notes that just 10 countries will likely be able to host the Winter Olympic Games by 2040—highlighting how quickly climate limitations are shrinking the global map of possible hosts. These pressures feed into each other, endangering long-term participation and the sector’s capacity to produce financial, social, and environmental gains. If unaddressed, they could erase up to $1.6 trillion yearly from global sports revenue by mid-century, per the World Economic Forum . As the sector’s growth path becomes more vulnerable to environmental and health disruptions, the question remains: can sports strengthen the very pillars it relies on?

As growth persists at a fast rate, global policymakers have a chance to shape the sector’s next phase. Sports are not just affected by global risks; they are among the few cultural and economic forces with the scope to help reduce those risks. Thus, aligning commercial incentives with public good must become a core strategy—not an afterthought. Three key levers stand out.

First, practice what you preach regarding resource management. Major events, venue construction, equipment production, and travel have large resource needs—but they don’t have to. Circular business models that lengthen product lifespans, reduce ownership costs, and prioritize reuse can lower environmental harm while increasing participation. In the U.S., sales of second-hand sports gear are by the Mastercard Economics Institute to grow at double-digit rates next year—reflecting growing consumer demand for value and accessibility.

The stakes go beyond cutting waste. Plastic pollution is increasingly endangering ocean health, with direct impacts on swimmer safety and the long-term sustainability of water-based sports. Viewing natural systems as key sports assets turns circularity into a business necessity.

Second, we need to design public spaces for activity. When cities integrate movement into daily life—via accessible parks, clean waterways, shaded walkways, and community facilities—sports participation increases, emissions decrease, public health costs go down, and communities become more appealing for events and tourism. Resilient infrastructure can transform sports venues from isolated spots into year-round community resources.

Third, leaders should mobilize purpose-focused capital. As sports evolve into a mature asset class, investors need to direct financial resources toward projects that deliver social and environmental value alongside profits—from sustainable venues to nature-positive tourism and community engagement. Investments aligned with purpose can speed up the sector’s transition while providing competitive returns.

Markets alone won’t drive this change, and governments—facing fiscal and political limits—can’t act alone either. As we enter the second half of a critical decade, sports stand out as a cultural force that can mobilize attention, capital, and political will on a large scale. The future of sports, and the benefits it can unlock, will hinge on intentional collaboration between governments, businesses, and civil society.

Sports can either perpetuate today’s extractive patterns or set an example of a new success metric—one that ties on-field performance to well-being off the field. In 2026, the world will be watching the games. It will also be watching whether sports choose to be a spectator of global change or an active participant in shaping it.