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Executive Summary

The purpose of this report is to examine the success of the 2012 London's Olympic Games and implication it caused on the sustainability within East London area. The report delivers an area and infrastructure development overview, economical and Pestle analysis, and shows both the advantages and disadvantages of hosting the games. As the organizations spread horizontally and vertically, cross-functional and departmental communication and internal information sharing becomes a havoc task and a major responsibility towards the sustainability of the organization. It was effective communication between LOCOG's functional departments as well as the organization and its stakeholders. The stakeholders ranged from young people in schools to the sponsors, athletes and partners. The LOCOG has to take all the steps necessary for the sustainability of the Olympic legacy.

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Brief Overview Analysis Of The Sustainability Plan

The Olympic Games are considered the biggest sports event of the world. The Olympics have been a prominent source of entertainment and innovation to the globe. After Beijing Olympics of 2008, the standard for the Olympics was set high. The London Olympic, most commonly referred as London 2012 presented a great deal of sustainability in the Olympics future. There was a comprehensive set of all the related levels of sporting activities in the event. It was entitled as “Everyone's Game”. The sustainability was assured by executing several programs beforehand.

After winning the Olympics bid the ODA faced the challenge of integrating a large-scale and complex system of systems in a densely-populated part of a major city. The Olympic Park had to be constructed and available for use by a fixed date across a constrained site involving multiple systems which became increasingly interconnected as more venues were constructed. At the same time, the ODA had to engage with many stakeholders and institutional interests associated with the programme such as government, local authorities, railway authorities and local community groups involved in shaping the programme and defining its outcomes (Fussey, 2012).

The Olympic legacy is that after the games, East London will receive facelift; a large park and the athletes' village will become at least 5000 homes. Many of the key investment areas within once bleak East London are likely to be positively impacted by new infrastructure developments in the years to follow. Despite the recent global financial recession a rapid recovery is soon expected with property price increase in East London starting 2010 and onwards. London is likely to stay a significant global financial centre that provides relatively high paid employment (DailyInfo.Com, 2012).

The ODA concentrated on dealing “upwards” by establishing a single interface between the overall project and the often conflicting interests of around 750 stakeholders including the London's Mayor, sporting bodies, LOCOG, Greater London Authority, five London boroughs, International Olympic Committee and British Olympic Association. CLM was responsible for keeping the ODA fully informed about the progress of the project measured against the schedule, managing “downwards” across the overall programme and acting as project manager in collaboration with principal contractors on each major ...