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Alan Cameron (40)
Cyclopath
I am almost scared to post this, given the responses about my use of soccer and AFL in particular in my examples as well as other sports at times.
The tenor of my arguments centres around two core issues. First decades of miss management. Second this miss management has been used by the same management to portray the game in a poor light creating a lack of faith in rugby as a game. Essentially blaming the game and the circumstances they find themselves in, as the issue, not their inept management.
The combination of the above has stymied both to, inhibit the development of a national domestic competition and has created a media that very often supports a, inefficient management. As a consequence, many decision makers, people in lower to middle management, defend, protect and argue, in favour of the status que.
Super Rugby decided to shrink, and given existing ratings and crowds, rugbys ability, to enter a period of growth is questionable and getting more difficult as each year passes, using existing management practices and Super Rugby as the flag bearer for rugby.
We need to break the golden chains, tiring us to Super Rugby, where we hope others will earn enough they can share with us their spoils.
Rugby needs to develop a plan “B”. Critically rugby needs to be open, transparent and inviting so we get feedback from the bottom up and yes it will take 3 to 4 years to get it going. Or we create a top down “””Nobody Really Cares””” competition in 3 to 6 months.
In a recent article highlighting the differences in philosophy between rugby and other codes, also illustrating the faith soccer people have in their game, Archie Fraser said in an article on expanding the A-League.
“”Despite falling crowds and TV viewing figures and the negativity surrounding the unresolved congress issues, Fraser believes the local game is on the cusp of an electrifying era.”””””
I am almost scared to post this, given the responses about my use of soccer and AFL in particular in my examples as well as other sports at times.
The tenor of my arguments centres around two core issues. First decades of miss management. Second this miss management has been used by the same management to portray the game in a poor light creating a lack of faith in rugby as a game. Essentially blaming the game and the circumstances they find themselves in, as the issue, not their inept management.
The combination of the above has stymied both to, inhibit the development of a national domestic competition and has created a media that very often supports a, inefficient management. As a consequence, many decision makers, people in lower to middle management, defend, protect and argue, in favour of the status que.
Super Rugby decided to shrink, and given existing ratings and crowds, rugbys ability, to enter a period of growth is questionable and getting more difficult as each year passes, using existing management practices and Super Rugby as the flag bearer for rugby.
We need to break the golden chains, tiring us to Super Rugby, where we hope others will earn enough they can share with us their spoils.
Rugby needs to develop a plan “B”. Critically rugby needs to be open, transparent and inviting so we get feedback from the bottom up and yes it will take 3 to 4 years to get it going. Or we create a top down “””Nobody Really Cares””” competition in 3 to 6 months.
In a recent article highlighting the differences in philosophy between rugby and other codes, also illustrating the faith soccer people have in their game, Archie Fraser said in an article on expanding the A-League.
“”Despite falling crowds and TV viewing figures and the negativity surrounding the unresolved congress issues, Fraser believes the local game is on the cusp of an electrifying era.”””””
