Sports Intelligence Project explores high-end decision making in multifaceted industry
That was one of the first things Joel Shapiro, clinical associate professor of managerial economics and decision sciences, said when describing the Sports Intelligence Project (SIP).
The plan? Connect Kellogg students with sports organizations to answer important strategic questions. Think of recruiting in the era of student-athlete compensation, the Chicago Bulls’ 1901 stadium district project, Bears’ fan engagement and Chicago streaming service revenues. As it turns out, sports organizations often have a perfect mix of clean data and a long list of questions they want answered.
“Our focus is on solving these hard problems,” says Shapiro. “We’ll bring in speakers, host panels and launch initiatives that will position Kellogg as the place for students to help teams make the toughest of decisions.”
SIP is a co-curricular expansion of Shapiro’s Analytical Consulting Lab, in which student teams spend 10 weeks tackling live data problems for real clients across industries.
The goal of the Sports Intelligence Project is to create a stronger connection between Kellogg and the sports industry by giving students direct exposure to the complex leadership and strategic challenges facing modern sports organizations. This includes teams, leagues and the growing ecosystem of companies that are innovating across data, AI, media, performance, health, fan engagement, tech and more.
"Over time, projects may include more intimate and highly curated opportunities for collaboration and discussion that bring together executives, team leaders and emerging talent."
“There will be opportunities for students and faculty to engage with industry leaders, explore high-level decision-making in sports and contribute to conversations around some of the industry’s most pressing problems,” says Shapiro. “We also aim to help develop the next generation of sports leaders by combining the school’s strengths in leadership, strategy, data, AI and innovation with real-world engagement across the sports industry.”
Students have already written about a potential salary cap in Major League Baseball and upcoming NFL media rights negotiations.
Longer term, the hope is to see the Sports Intelligence Project as a leading forum for thoughtful, high-level discussion around decision-making that matters.
“Over time, projects may include more intimate and highly curated opportunities for collaboration and discussion that bring together executives, team leaders and emerging talent in a way that is substantive, practical and distinct from many larger industry events,” Shapiro notes.
As executive advisor to the Chicago Cubs president and general manager, Shapiro has spent the 2026 Major League Baseball season helping the franchise better structure its decision-making process. This includes advising the team on what evidence-based approaches should be considered before investing tens of millions of dollars a year in player talent. Shapiro’s rigorous and systematic approaches rely on complicated data streams, machine learning algorithms and human judgment.
The role provides Shapiro with an opportunity to stay engaged with his research and consulting interests, while offering students the chance to meet with Cubs’ executives.
Students who engage with the Sports Intelligence Project will explore two core project types. The business and commercial side of the sports industry involves stadium building, sponsorship deals, fan engagement, operations and growth opportunities. The team performance side of things explores elements like player acquisitions, development and team success.
“Managing billions of dollars in revenue means that leagues need to rely on continuous, evidence-driven insights,” Shapiro says. “Data drives everything from ticket pricing and roster management to stadium logistics and player health. To ensure success, an evidence-driven approach requires the type of analytical mindset that Kellogg is known for.”
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