The company had launched a global initiative to define its future of sport vision, commissioning dozens of research projects across markets.

The challenge

How to synthesise thousands of pages of insight into something that product and innovation teams could actually use.

Without a new approach, insights risked remaining trapped in reports and video transcripts—creating a disconnect between research investment and new product ideas.

The audience spanned product developers, innovation leaders, and senior executives—each needing a shared, engaging view of what was emerging.

Guiding question

How do we bridge new consumer insights, innovation priorities, and our portfolio of new product and service ideas?

A key tension was avoiding the perception of AI as an answer machine. The goal was to spark exploration, not replace human interpretation.