The energy and excitement surrounding the London Olympics 2012 has been a credit to London and the UK.
But as politicians and others, especially mayor of London Boris Johnson, queue up to take the credit and seize the limelight, it is worth noting two important facts.
First, the right and honour to host the 2012 Olympic Games was one of the legacies of both the former mayor, Ken Livingstone, and former prime minister Tony Blair. The Games have proved to be an excellent example of visionary leadership, planning for the medium to long-term, even if the results come to fruition after a politician or official’s own term in office, and of political leaders collaborating with others to secure shared goals.
It is also an example that ego-driven leaders should be wary of claiming as solely their own.
Second, without central and local government‘s commitment, powers of influence and persuasion, interventions, actions and money, the Games in London would not now be taking place; there are limits to what the business sector can do. The Games show there is a positive leadership and facilitative role for the public sector.
These two points can be too easily forgotten.
Collectivism, both voluntary and involuntary, is fundamental to a civilised society, and indeed to an enterprise economy and the splendid opening ceremony vividly reminded us about that popular and public acts weave their way through our history
The London Games are an opportunity for national pride, enjoyment and entertainment and have provided a much needed short-term boost to national pride, employment and the economy. However, the real lasting benefits will result from the Games’ legacy.
The regeneration of significant areas of East London; the creation of open green space as part of that regeneration; the new transport infrastructure; the joy of participating Olympians and their proud families who grew up in East London; and so much more.
But to be sustainable, regeneration has to be about far more than new buildings, houses, transport infrastructure and open spaces. It has to be about more resilient and empowered communities, where there is greater cohesion and opportunity for all the local residents and local employment opportunities.
This is the post-Olympic plan and it is very important that it becomes a reality. For that, the leadership of the host borough councils is vital, as will be their continuing collaboration across borough boundaries. These councils, working with the Olympic agencies, the mayor, the Greater London Authority and the government, have to drive hard to deliver and to collaborate meaningfully with local community groups and businesses. Central government and the mayor will have a vital role in supporting this.
To secure all the various elements of the legacy and to ensure that they are sustainable will require bold leadership across the community, business and public sectors – but most importantly the public sector. Just as the Games were won for London through bold and visionary political leadership working with experts and a range of stakeholders, so too will the legacy.
There are lessons to be learnt from the success of the Olympic project for other major programmes and projects. These must also be captured and understood.
Public leaders – political and executive, national, regional and local – showed what they could do when they collaborated together and with others seven years ago, when they won the bid. From September, those in positions of authority and leadership will have to show the same commitment, skill and willingness to collaborate for shared outcomes. They will have to do this over a sustained period of time and will have to ensure that their actions elsewhere or on different policy agendas do not undermine this focus and Olympic legacy objectives.
It will be a tragedy if rising unemployment, increasing poverty or fewer public sports facilities scupper the post-Olympic ambition. The gold medals for sport must now be matched by gold medals for collaborative, focused leadership.