In late 2017, the sexual abuse scandal involving USA Gymnastics team physician Larry Nassar appeared to be winding down. Nassar had pleaded guilty to federal and state charges, and key figures, including USA Gymnastics CEO Steve Penny, had resigned. A new CEO had taken over, Congress was advancing legislation to improve athlete protection, and the U.S. Olympic Committee (USOC) was rolling out reforms. Yet, as the 2018 Winter Olympics approached, scrutiny shifted toward the USOC itself. Lawsuits and survivor testimony raised urgent questions about whether USOC officials had long known about the abuse and failed to act. This case explores how the USOC—an organization with no direct government funding, limited formal oversight powers, and a decentralized network of sport-specific governing bodies—struggled to respond to a fast-moving crisis. The case outlines the history of the USOC, its evolving governance structure, and its complex relationship with National Governing Bodies like USA Gymnastics. It examines the leadership style of CEO Scott Blackmun, the organization’s performance-first culture, and the ethical and strategic dilemmas facing its board. As media pressure and public outrage mount, and with the Winter Games days away, the USOC faces a pivotal moment: whether to defend its past actions, shift blame, or accept responsibility and lead transformative change. Students are asked to take the perspective of the USOC board chair and decide how to manage escalating legal, reputational, and cultural risks—and how to reimagine the USOC’s mission in the wake of systemic failure.
