
In late 2025, a leading European football league was preparing to launch a critical project: upgrading its Content Hub. The aim was to move from an on-premise system to a commercially viable cloud platform that would centralise media assets for global partners. The existing setup was not meeting the organisation's needs.
The project had created a conflict between two departments, Production and Commercial, each believing it should own it. LCA was invited to review the operation and recommend how best to lead and deliver the work.
Over the course of a month, LCA visited the central production hub, the stadia, and the main offices to review the entire production chain. We ran a week-long programme of interviews and examined presentations, organisational charts and budgets. It became clear that both units, like the rest of the organisation, operated at an elite level.
The disagreement over ownership had pushed them into silos, pulling in different directions rather than working together. Two talented teams were so focused on their own operational goals that they had lost sight of the bigger picture: the league's strategic success.
The underlying issue was not capability. It was structural. We proposed a hybrid operating model that brought both teams together to deliver the project without disrupting the day-to-day broadcasting that had to continue for at least the next couple of years. We recommended a leadership structure and set out the roles for individuals from both teams, so the build could progress without affecting live output.
The point that resonated most was the simplest one. We encouraged both teams to look beyond their own strengths, acknowledge their weaknesses, and recognise that collaboration would deliver the best result for the whole organisation.
Our independent report clearly identified the issues and prompted the leadership to act. By identifying the structural problem rather than the symptoms, we gave the organisation a robust plan and a way to move forward together on an ambitious project.