How La Liga is successfully approaching digital transformation

Digital transformation is a key part of the future of football.

Spain’s La Liga competition continues to be at the forefront in this area, with administrators guiding clubs to embrace new digital tools to communicate with fans, streamline services and acquire new data.

La Liga recently shared its technological expertise with Spain’s Chamber of Commerce, to produce a paper for the country’s small to medium-sized businesses.

In the paper, businesses are provided with an explanation of the underlying principles of digital transformation and are encouraged to adopt various technologies in their operations.

The resource will also be further useful for La Liga clubs themselves, to expand on the growing culture of digital transformation in their processes.

Since 2013, La Liga has identified technology as a pillar of future growth, assisting clubs with various digital transformation projects.

The ultimate aim for the organisation is to ensure all 42 clubs (in the first and second tier) move towards the same direction.

Minerva Santana, La Liga’s director of innovation, strategy and technological transformation, explained in the La Liga Newsletter: “The first step is to generate awareness at all levels, but especially at the level of leaders and decision makers, the relevance of digital transformation as a lever for competitiveness and value generation.

“From there, it’s useful to have a self-evaluation process to work out which point in the digital transformation process a business is at,” she added.

“This creates a baseline from which you can establish objectives and a strategy. Once the objectives and priorities are established, it’s important to build a plan and to seek support internally and from external partners.”

Recent examples that have been successful and referential in world sport include, RCD Mallorca adopting technology that is wearable and remotely monitors player’s workouts; Osasuna introducing intelligent shinpads into their club academies; Real Sociedad developing smart scarves and shirts, using wearable NFC tags; Celta de Vigo installing remote video technology at their training complex and Valencia CF creating a seat delivery service which allows fans to order food and drink from their seats at the stadium.

In Spain’s second tier, La Liga Smartbank, clubs are increasingly ambitious when it comes to technological growth. Clubs in that division have grown their online presence by 23 percent since July of last year, which is a growth rate far higher than any other second tier in Europe’s top leagues.

UD Almeria, CF Fuenlabrada and Cádiz CF have recorded growth of over 85 percent, year-on-year.

“This shows that an increased focus on digital helps clubs to reach a wider fanbase,” Santana added.

“In the last year, La Liga clubs have recorded some of the highest growth rates in Europe when it comes to digital adoption, particularly within digital communications.

“Our focus is to continue building on what has been achieved and to continue working with clubs of all sizes to embrace new digital tools that will help evolve their business and support the growth of the entire competition.”

La Liga has formed alliances with technology giants such as Microsoft, building dedicated teams of technology experts in innovation, as well as data analytics.

These teams have continued to stimulate growth opportunities for clubs, through the sharing of resources and expertise.

“At La Liga, we’ve created a portfolio of digital services and integration programmes that allow us to respond to the concrete needs of each club,” Santana claimed.

“We’ve built an ecosystem in the areas of innovation, digital and data that we’ve made available to clubs to help them with their business objectives.”

Examples of this include platforms that are shared with clubs to help them build apps and websites, the use of the Sandbox tool for analysis of match data in the cloud and much more.

“The new technologies that come from digital transformation provide the flexibility to adapt to constantly evolving behaviours and consumption habits, so the appearance of new products and services, as well as the appearance of new models, will be more frequent,” she said.

“This will make the competitive environment more complex but richer.

“At La Liga we have always conveyed the importance of digital transformation to clubs and its impact on competitiveness. The success we are seeing is creating a drive for new innovation across the competition and this is something we will continue to support,” Santana concluded.

For more information on the local scene, read our piece on why digital transformation is vital for Australian football here.

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GIS Masterclass: Fan Engagement and Marketing with Terry Lynam and Karen Grega

The Global Institute of Sport recently hosted a masterclass on Fan Engagement and Marketing, bringing together two industry leaders to tackle the field’s most pressing issues.

The Global Institute of Sport (GIS), which offers a Master’s in Sports Business and Sports Analytics through the University of Newcastle, regularly holds masterclasses with industry leaders as part of its curriculum.

The latest focused on fan engagement and marketing, covering two key themes: the growing tension between live sport and online streaming, and the role of data in shaping the fan experience.

The panelists 

Terry Lynam recently concluded her role as General Manager of Fan Experience and Events at Football Australia, overseeing the AFC Women’s Asian Cup on home soil.

Karen Grega is an experienced sports management consultant with a multi-code background. She currently represents Football Coaches Australia (FCA) and Heartbeat of Football, and has previously worked with Sydney Cricket Ground, Venues NSW and Sydney FC.

Live Sport and social media.

Terry Lynam opened with a pointed statement — one she acknowledged would be controversial. She argued that the sense of community unique to live sport is being eroded by social media and ‘snippet’ consumption.

Central to her concern is how marketing teams are failing to segment their audiences, treating casual online viewers the same as matchday fans.

“If they aren’t spending money on the sport we shouldn’t count them as spectators to the same level as match going fans.”

“What we want to consider as marketeers is how much we want to give away and how much we want our live sport element to remain,” Lynam said.

Grega echoed the sentiment, arguing fan engagement ultimately comes down to human connection. “It’s not rocket science.”

She suggested the industry revisit the concept of sport as a family outing to recapture that communal experience.

Data Driving Decisions

Both panelists highlighted data and analytics as central to modern fan engagement.

Grega recalled the introduction of computerised turnstiles as a turning point, enabling teams to track crowd movements and optimise staffing and entry times.

She also noted the continued value of fan surveys in informing marketing decisions.

Lynam pointed to ticketing technology as a significant data frontier.

Modern platforms like Ticketmaster’s ticket-transfer system now provide detailed customer insights.

“It allows us to have a better understanding of who’s getting the ticket and how they transport themselves there or when they arrive,”

“We can personalise their journey and sell content to them,” Lynam commented. 

The discussion also touched on data sourced from social media and on-field player tracking, as well as interactive stadium technology gaining traction in the US.

This included holographic assistants and player headset interactions that bring a broadcast-style experience to live events.

Activations That Educate

Activations rounded out the masterclass, with Lynam detailing how she created a fan zone on a modest budget for the Women’s Asian Cup.

The activation featured charitable partnerships focused on women’s health, including Heartbeat of Football, Endometriosis Australia and Share the Dignity.

“I’m very hopeful that that type of idea gets pushed through on other sporting events,” Lynam said.

Grega elaborated on the Heartbeat of Football activation, highlighting how a competitive element built around CPR and heart health kept fans engaged while also educating them.

“The whole health hub ticked all the boxes — it was immersive, it was interactive, it was there for all ages, both sexes.”

“That sort of blueprint is one that should be replicated as much as possible,” Explained Karen Grega

The masterclass offered students and industry professionals a valuable window into contemporary sports marketing.

As the competition for fan attention intensifies, the blend of live experience, smart data use, and purposeful activations can help define the next chapters of fan engagement.

More Than One in Five Football Australia Staff to Lose Jobs Amid Growing Financial Losses

Australian football finds itself in a curious position.

From the outside, the game appears to be riding a wave of momentum. Attendances, visibility and public interest have all experienced significant uplift in recent years, while major international tournaments and growing discussion around football’s future continue to place the sport firmly within the national conversation.

Yet behind that momentum, Football Australia is now confronting a far more challenging internal reality.

 

A compounding deficit

Chief Executive Martin Kugeler has reportedly indicated the governing body’s projected financial losses for 2025 are expected to exceed the organisation’s reported $8.5 million deficit from the previous year. Accompanying the financial outlook are substantial organisational changes, with reporting from Tracey Holmes indicating more than one in five Football Australia employees are expected to lose their positions through restructuring measures.

The figures represent more than a difficult balance sheet. They point toward a significant period of recalibration inside the organisation responsible for overseeing the sport nationally.

 

Losing the wisdom of existing staff members

For governing bodies, restructures are often framed as strategic necessities for future sustainability. However, workforce changes on this scale also raise broader questions around the challenges of such a transition.

People are often the carriers of knowledge, relationships and long-term strategic understanding. When organisations undergo significant structural change, the effects can extend beyond immediate financial outcomes.

 

Contradicting timing

The timing is what makes the developments particularly notable.

Football in Australia has spent recent years discussing expansion, growth and long-term opportunity. The conversation surrounding the game has increasingly centred on future potential. Often headlining stronger pathways, larger audiences, infrastructure development and greater visibility.

Against that backdrop, news of deep financial losses and substantial staffing reductions creates a different conversation: one focused not on where the game wants to go, but on what may be required to sustain that journey. Therefore, this announcement points toward stagnancy, rather than growth.

Further detail surrounding Football Australia’s strategy and long-term direction will likely emerge over coming months. For now, the developments serve as a reminder that growth stories are rarely straightforward.

Often, the periods that appear strongest from the outside can also be the moments organisations face their most significant internal tests.

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