Strategic planning and governance in sports management: an analysis of the 2021–2024 cycle of the Brazilian Tennis Confederation

In recent years, sports have assumed a strategic role in international markets, with economic, social, and political impacts. Consequently, sports management has had to keep pace with this growth, requiring new skills, greater professionalism, and strategic planning to ensure transparency, sustainability, governance, and institutional performance. This article analyzes the strategic planning of the Brazilian Tennis Confederation (CBT) for the 2021–2024 cycle, based on an evaluation of the institution’s Strategic Map, annual activity reports, and audited financial statements for the same period. This is a qualitative, exploratory research study based on document analysis. Through the categorization and interpretation of official data published by the CBT, the study examines the alignment between planned strategic objectives and the results actually achieved, as well as assessing the compliance of management with contemporary principles of governance and results-based management. The relevance of this study lies in its contribution to understanding the practices of strategic management in Brazilian sports organizations, as well as to the ongoing debate about the professionalization and transparency of national sports entities. The analysis of the reports and financial statements reveals that the entity has achieved its primary objectives, though with varying levels of performance. Additionally, the governance structure, result evaluation mechanisms, and management practices adopted are in line with contemporary standards of sports management, which are based on professionalism, transparency, innovation, and a focus on performance. This alignment reinforces the legitimacy of the CBT as a national benchmark in tennis management and strengthens its foundations for a new strategic cycle. Following the analysis procedures, it can be concluded that the 2021–2024 cycle has consolidated important advances in the CBT’s trajectory, particularly in institutional strengthening, management modernization, and technical and financial performance. For the next strategic cycle, it is recommended to place greater emphasis on the strategic qualification of human capital, expanding digital engagement, increasing the number of partnerships, and enhancing the CBT brand in the consumer market. These adjustments could further elevate the CBT’s position in the national and international sports landscape, making it a reference not only in tennis but also in sports management as a whole. The results are expected to indicate both progress and challenges in the process of institutionalizing strategic management within the CBT, offering valuable insights for future improvements.