The COVID-19 pandemic, as an unforeseen crisis, exposed the sports industry to a cascade of economic, social, and psychological consequences, demonstrating that a lack of institutional preparedness for crisis management can severely undermine the resilience of this sector. The closure of clubs and sporting events, sharp revenue declines and the halt of ticket box offices, widespread layoffs, and the recession or bankruptcy of sports enterprises constituted the primary economic damages. At the social level, restricted group interactions and the deprivation of physical activity—especially for the elderly, children, and individuals with disabilities—fostered physical health decline and escalated psychological disorders such as anxiety and depression. Simultaneously, COVID-19 generated novel opportunities, including the growth of home-based workouts, the expansion of digital educational platforms, the emergence of virtual businesses, shifts in sports product manufacturing patterns toward household needs, and the strengthening of media and social network roles, thereby creating new capacities for the transformation of the sports industry. Furthermore, gender inequality in access to facilities and the persistence of cultural limitations on women's sports exacerbated their vulnerability. Proposed strategies emphasize the institutionalization of crisis management and "version two planning," the reduction of gender and age discriminations, the strengthening of health-oriented sports alongside professional sports, the organization of athletes' social capacities during crises, and the stabilization of communication and educational technologies for the sustainable development of sports.