There are 454 days to go until the start of the Milan-Cortina 2026 Winter Olympics, and the organisational machine is hard at work to turn this ambitious event into a great celebration of sport and culture. But how is a Winter Olympics organised? The organisation of the Milan-Cortina 2026 Winter Olympic Games is a complex challenge, which requires a harmonisation of local traditions and specific competences of the territories, combined with strict Olympic planning standards.
The realisation of this event requires the management of more than 50 functional macro-areas, ranging from logistics and transport to sustainability, from ceremonies to risk monitoring. Each operational area must work in perfect synergy with the others to ensure a smooth and seamless flow.
The beating heart of the organisation is the Master Schedule provided by the International Olympic Committee (IOC) . This tool, similar to a storyboard, defines in detail every activity to be carried out, with precise deadlines. On this backbone are grafted the operational and conceptual functions, ranging from concrete needs such as transport and accommodation, to broader visions such as the event's legacy and environmental impact.
Another essential tool is the RADIO (Risk, Action, Decision, Issue, Opportunity) system, an operational dashboard that allows real-time monitoring of risks and opportunities, anticipating possible problems and implementing the necessary actions to keep everything under control. Every decision and action is coordinated on several levels, ensuring that the event takes place on time and to the expected standards.
One of the most significant innovations of the Milan-Cortina 2026 Olympics is the territorial approach desired by the IOC. Each host location has been chosen for its consolidated experience in specific disciplines. Milan, with its modern urban infrastructure, will host the hockey and figure skating competitions, while places such as Anterselva for the biathlon, Cortina for bobsleigh and curling, Livigno and Bormio for alpine skiing, and Predazzo for ski jumping were selected for their long tradition and expertise in these disciplines. This model of ‘distributed’ organisation presents unique challenges of coordination and management between geographically distant territories.
As the event approaches, the organisation will gradually transform into a horizontal structure, with the creation of operational micro-teams at competition venues, each coordinated by a venue manager. This approach requires great flexibility and adaptability, as staff will have to collaborate both vertically (with the head of function) and horizontally (with the venue coordinator).
Another crucial aspect in the management of the Milan-Cortina 2026 Olympics is risk management. The planning of the Olympics must take into account potential risks, such as extreme weather conditions (e.g. heavy snowfall), that could affect the competitions. In this context, risks are constantly monitored and mitigation plans are prepared to address unforeseen issues in a timely manner.
The real heart of the success of the Olympics, however, are the people who contribute to the organisation. The event involves professionals with international experience, who come from Rio 2016, London 2012, and numerous past Olympics, as well as experts from fields other than sport, bringing a mix of technical expertise and organisational skills.
In short, the Milan-Cortina 2026 Olympics are not only a top-level sporting event, but also an extraordinary test of coordination, innovation and synergy between territories, local expertise and Olympic culture. Each component of this complex machine contributes to a single objective: to realise an unforgettable edition, capable of leaving a positive and lasting legacy for the territories involved and for the entire country.
