AIRCAV wrote:
Synners hit it on the head.
The club needs a total and thorough independent review of every club activity, and the board needs to commit totally to whatever that review says.
I'm in the business of analysing workflows, processes, systems. You do that, strip back to what it is the business is actually trying to do, then find the best way, and implement it, regardless of politics or personalities. The smartest companies acknowledge the feedback and act on it. The ones in a mess ignore what we say and believe they have the answers.
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I've picked out a quote of many available - but as someone who has been a consultant to a sporting body in the past - an independent review only does so much. My involvement was primarily about coming up with a 12 year strategic plan that spoke to all the stakeholders and then what the strategy behind implementing that change would look like and building in timelines, responsibilities etc. I'd say that mob took on board 3/4 of the suggested changes. Not bad.
But I have grave doubts that the current board (and its outside factions) would commit to what a review says. My review would look more like an audit.
I'd need to see minutes of board meetings, minutes of sub-committees, adherence (if any) to a strategic plan, reporting frameworks, staff performance reviews, meetings attended (and why), business plan + targets met, department expenditure and revenue breakdown in its most basic form....and that's just the first week.
Second week I'd need to interview all the Board members (and Bruce Mathieson) separately and senior staff.
Third & Fourth week I can write a report that contains Findings, Challenges & Issues, Conclusions, Recommendations. Appendix 1 - Implementing the Recommendations.
Fifth week I can talk to the board and senior staff about processes going forward.
Sixth week I sit down with the CEO and he asks for further assistance in bringing it all to fruition and puts me and my team (2 others) on a retainer of $15 - $18k per month as consultants. And that's mates rates.
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I get the distinct feeling that some of the findings would say
'There is no collaborative strategy to address it and no resource dedicated to it.'The buck stops at the top. If the chairman and board of directors of a large company (doesn't have to be football) haven't got their roles being held accountable, if they're not taking short, medium and long-term views on behalf of all stakeholders there are going to be problems that arise. The days of well-meaning but quasi-amateur boards are no more. There is now a recognition that if you don’t have your back office operating at industry best practice you will eventually suffer on the field. And that's what has happened at Carlton. A mistake some boards make is believing that management is leadership...but management is not leadership.
Just because you hold a position of power does not mean you are the leader of the individuals, team or organisation you are in charge of.
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