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In the ever-evolving world of sports retail, the line between short-term success and long-term impact is a delicate balancing act. For companies like Decathlon, the journey from striving to thriving isn’t just about profitability—it’s about creating value that endures.

While Patagonia has long set the gold standard for sustainability and stakeholder well-being, Decathlon’s ambitious initiatives signal its intent to join the ranks of companies making a meaningful difference. Through strategic reinvestments, circular economy innovations, and a commitment to sustainability, Decathlon is charting a path that seemingly aligns well with the Thrive phase of the RoundMap Strive & Thrive Cycle—prioritizing long-term impact while addressing immediate challenges.

But is Decathlon doing enough? As the company unlocks liquidity through strategic moves like sale and leaseback transactions, the real test lies in how that capital is used. Will it fuel innovation, sustainability, and employee empowerment? Or will it become another example of short-term gains undermining long-term resilience?

Let’s explore how Decathlon is striving to thrive and the hurdles it must overcome to match the legacy of brands like Patagonia.

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In hindsight, our mission to provide an all-round framework to achieve resilient growth throughout the business cycles originated from a meeting in 2012. We were invited to bring a local radio station into the 21st century by incorporating social and digital technology. While exchanging ideas, a concept started taking shape, introducing the Value Actor (called initially a value hub)—a transformative agent in the modern, interconnected ecosystem of business and society.

Gone are the days when an organization or individual could operate as a passive cog in the machine, solely consumed with their interests. In our intricately woven world, the Value Actor emerges as a proactive contributor, intimately involved in the co-creation, exchange, and fulfillment of value across various stakeholders.

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As businesses strive to meet the demands of an increasingly complex world, a fundamental tension emerges: traditional structures designed to maximize efficiency often limit the very qualities—creativity, collaboration, and adaptability—that organizations now need most.

To thrive in today’s fast-evolving world, businesses must move beyond optimizing for compliance and control and begin prioritizing empowerment. Empowered employees bring more than efficiency; they contribute ideas, collaborate across functions, and make proactive decisions, responding to challenges with creativity and adaptability. In this sense, empowerment isn’t merely about giving employees freedom; it is about transforming control-driven structures into dynamic, responsive ecosystems that rely on trust rather than micromanagement.