The Shift Toward Entrepreneurial Leadership in Italian Football
The current discourse surrounding the FIGC presidency signals a pivotal trend: the transition from traditional institutional governance to a managerial, business-driven approach. Aurelio De Laurentiis, president of Napoli, has develop into a vocal advocate for this shift, arguing that the “institutional inertia” of the past is no longer sustainable.
The push for Giovanni Malagò represents a desire for a leader who combines institutional experience—such as his tenure as the president of the Italian National Olympic Committee (CONI)—with a proven track record in the private sector. This trend suggests that the future of sports governance lies in the ability to treat a national federation not just as a regulatory body, but as a business entity that requires a turnaround strategy.
Breaking the Cycle of Institutional Prestige
A recurring theme in the critique of current football leadership is the tendency of officials to occupy roles for personal prestige rather than operational progress. The contrast between the profiles of Giovanni Malagò and Giancarlo Abete highlights a growing divide in philosophy.
Even as Abete is recognized as a respected figure and the current president of the National Amateur League, critics like De Laurentiis argue that “gentlemanly” leadership is insufficient for the modern era. The emerging trend is a demand for “competenza manageriale” (managerial competence)—the ability to execute structural changes and drive profitability and efficiency.
The Risk of “Conservation Logic”
The Italian system has long been accused of being tied to a logic of conservation. This mindset often resists the radical changes necessary to remain competitive on an international stage. To combat this, the proposed “rifondazione” (refounding) of Italian football aims to replace stagnant bureaucracy with a vision capable of interpreting the needs of modern sports.
The Battle for the Next Generation: Avoiding Obsolescence
One of the most pressing trends identified by industry insiders is the potential disconnect between traditional football structures and younger audiences. There is a growing concern that if the system remains “old,” it will fail to attract children and teenagers.
The warning that “children will no longer watch football” underscores a wider industry trend: the need for digital transformation and a modernized fan experience. A structural overhaul is not just about financial balance sheets, but about cultural relevance.
To prevent this obsolescence, the future of the FIGC will likely need to focus on:
- Updating the structural framework to better engage Gen Z and Gen Alpha.
- Moving away from “stifling” management styles that hinder innovation.
- Implementing a vision that prioritizes growth and accessibility over the preservation of old power dynamics.
FAQ: The Future of the FIGC Presidency
Who is the primary candidate supported by Serie A clubs?
Giovanni Malagò, the former president of CONI, is the candidate chosen by the top-flight clubs for the FIGC elections.
Why is an entrepreneurial profile considered necessary for the FIGC?
Leaders with business experience are seen as more capable of breaking institutional inertia, implementing a business turnaround, and ensuring the system remains internationally competitive.
What are the main criticisms of the current Italian football system?
The system is often described as obsolete, overly focused on personal prestige, and resistant to the structural changes needed to attract younger generations.
For more insights on how managerial shifts are impacting European sports, explore our Sports Management Trends section or read about the FIGC’s official mandates.
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