Opinion
Let’s face it: Rugby Australia is in crisis.
There are not too many accolades coming their way lately. In fact, many are calling for a complete re-boot of Rugby Australia.
So how did it get like this? In the late ’90s and early 2000s, rugby union in Australia was on a high, culminating in the 2003 Rugby World Cup. We had everything going our way.
So what went wrong? We blew a unique opportunity to challenge AFL and NRL as the most popular winter sport.
But how? Well, rugby union has been in decline since 2003, with an occasional bright spot. But just look at where we are now, at our lowest world ranking ever. Like the decline of the Roman Empire, there is not a single reason for this, but instead a perfect storm of reasons.
These reasons include complacency (resting on our laurels after 2003), lack of funds (squandering of resources after 2003), parochialism (New South Wales and Queensland power struggles), poor management, focus on the top end of town rather than grassroots, poor coaching establishments, and a decline in basic skills.
So here we are now. Various bodies are calling for a clean sweep of RA – a root and branch pruning, and a clean sweep of the board. They want to start again from scratch.
Whether anyone can do any better than the current administration is irrelevant. People’s perceptions are people’s realities. And the perception is that RA is a shambles and it is time to start again, no matter what the cost.
Cost is sometimes used as an excuse for doing nothing. We cannot afford the necessary changes. But can we afford not to change? The whole viability of rugby union in Australia could be at stake. So, whatever it takes, let’s get on with it and do it.
(AAP Image/Dan Himbrechts)
There is always a way to change and it goes something like this.
1. Call a strategic planning meeting of all relevant stakeholders. Lock them in a room until a new strategic plan for the company has been finalised.
2. Create and document the case for change. What happened? Why do we need to change?
3. Start building a cohesive leadership team, ensure they are aligned, and establish clarity of purpose among the leaders. This is a step towards good organisational health – the greatest opportunity for improvement and competitive advantage.
4. Cohesive leadership is based on five principles: results, accountability, commitment, healthy conflict and trust. Another untapped competitive advantage is team work.
5. Perform a SWOT analysis of the company’s strengths, weaknesses, opportunities, and threats. These should be identified and presented to the group. This is an analysis of where we are now.
6. Create a new code of conduct based on the beliefs, values and commitments gathered from the stakeholders. This is important. It drives everything from strategic projects to KPIs.
7. Create a new vision and mission statement for the new company. This is the purpose for existing. It is the work culture we want to install.
8. Interview the stakeholders and ask them to describe the current work culture. Share the results and highlight the major issues. This also helps illustrate the current work culture.
9. Create a new strategic plan of about five years’ duration. The tactical plan is the first 12 months of the strategic plan.
10. The strategic and tactical plans consist of strategic priorities or projects. This is how we are going to get to where we want to be. These priorities should be reviewed at annual strategic meeting.
11. Schedule and cost the strategic plan, and communicate it by rolling it out to the wider team and audience. This is how we implement the plan.
12. How do we measure success? A simple way is to survey all the relevant stakeholders on a quarterly basis and ask them to give each project a score out of ten. Have a schedule with deadlines for each project. You will soon see if you are on track or not. If not, then modify the project, don’t wait for annual strategic planning meeting.
13. Identifying the strategic priorities or projects. This is where I’d love to hear from my fellow Roarers.
Here are some examples of strategic projects I can think of.
1. Create a corporate structure that is inclusive of all relevant stakeholders and minimises parochialism.
2. Create organisational structures for the states or major stakeholders.
3. Create a centralised governance system based on the New Zealand system. Everything should build towards the Wallabies.
4. Communicate clear and transparent funding from grassroots (whatever that is defined as) to the national team. Communicate why the priorities are what they are to the masses.
5. Find new ways for the RA board to build relationships with the general rugby public, the media, and other relevant stakeholders.
6. Find new ways for the national and Super Rugby teams to build relationships with the general rugby public, the media, and other relevant stakeholders.
7. Get as much rugby as possible on free-to-air TV. Somehow. Someway.
8. Create new national or state coaching the coaches’ establishments.
9. Create new national or state junior rugby establishments.
I would like to see your list of projects. Do not concern yourself with funding. Somehow, we need to find the necessary money for the good of the game we love.
Join The Roar rugby editor Christy Doran, former Wallaby Matt Toomua and a cast of regular and special guests as they look at the biggest issues in the game on The Roar Rugby Podcast. If you’re looking for great odds on the next game check out Aussie bookmaker PlayUp. Chances are you’re about to lose. Set a deposit limit.
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