Innovation in Sport: The artificially intelligent club – Ahead of the Game: Sports Horizon Scanning 2026

What’s happened in 2025? 

AI is rapidly transforming elite sport, moving high-level decisions, like recruitment, medical planning, commercial strategy, and daily operations to greater automation. Algorithms now promise not just speed and consistency, but measurable gains at scale. Over the past year, this shift has accelerated: teams across Europe and the US are adopting predictive injury systems, algorithmic player-valuation models, AI-powered ticketing, and workflow automation as standard tools, not just experiments.

For sports teams, the path forward is increasingly data-driven and reliant on automated judgment engines. As these technologies become embedded in core operations, the practical stakes are rising. Industry stakeholders need to consider how automation will impact careers, finances, and competitive integrity, and ensure their legal and governance frameworks are ready to keep pace with this new era.

Key developments and predictions for 2026

High risk AI tools will face closer governance expectations

Regulatory attention on AI is increasing in the UK, even without the EU AI Act. Existing frameworks such as the UK GDPR, the Equality Act 2010, and sector guidance already place obligations on organisations when automated tools are used in recruitment, evaluation, workload planning, or decisions that could affect an individual’s position or wellbeing. For teams using models for player recruitment, injury risk assessment, or performance analysis, the level of obligation will depend on how the tool is designed and how its outputs are applied. It is sensible to expect growing expectations around documentation, oversight, and transparency for systems that support working decisions.

Algorithmic management may raise employment law considerations

When teams use automated systems to inform decisions about training, performance, or player welfare, they bring into play with data protection and employment rules. Individuals have transparency rights when automated processing is used. Where a decision is made solely by automated means and has legal or similarly significant effects, they also have the right to request human involvement and to challenge the decision. These issues may arise if algorithmic outputs influence workload, safety, or contractual decisions. Clear information, human involvement, and fair use of data-driven tools will help reduce risk. 

Directors may face increasing expectations on AI oversight

As AI becomes more embedded in team operations, boards are likely to face greater scrutiny over how such tools are monitored and governed. Directors are already required to exercise reasonable care, skill, and diligence, and UK governance principles emphasise risk management and internal controls. If AI systems contribute to decisions about welfare, operations, or strategy, directors may be expected to understand the associated risks and ensure that proportionate oversight mechanisms are in place.

What’s the impact on sports organisations?

Automation is becoming part of sport’s broader governance and risk landscape. It is prudent for organisations to identify where automated tools are used, ensure human oversight in significant decisions, review internal policies, and check that contracts provide appropriate transparency. Training leadership teams to ask informed questions about how these systems work can further reduce operational and legal exposure. Organisations that take a measured, structured approach are likely to be better positioned to benefit from automation while managing emerging risks.

To read the full report for Ahead of the Game: Sports Horizon Scanning 2026, click here.