A franchise owner for one of Pakistan’s premier cricket franchises making public light of that same franchise is an earth-shattering event in Pakistan’s world of cricket. Ali Tareen’s satirical/sarcastic video apology, which was made about a month ago, had fans crying tears of laughter while officials were outraged. However, the seriousness of the situation lies beneath the surface of the humorous tone of the video; although the PSL has grown rapidly with high-profile players, there are many structural inconsistencies that have been present since the inception of the league.
Franchise Voices Need a Seat
Including Franchise Representatives on PSL Committees (Tareen’s First Proposal) isn’t simply an issue of Tareen’s ego; it is an issue of governance. Today, scheduling, marketing, and recruitment are often made in an “ad-hoc” manner by the PSL without much franchise input in decision-making processes, as franchises have invested millions of dollars into the league. The integration of franchise representative input will allow for the transition of the PSL from a bureaucratic organization to an organizational model based upon collaboration among all stakeholders, similar to models used in leagues such as the IPL or BBL, where operational decisions are directly influenced by the stakeholders who are responsible for paying the costs to operate the league. Simply put, those paying the bill should be involved in how the game is run.
Redefining Leadership Beyond PCB Alumni
Another recommendation has the potential to cause controversy; specifically, it contradicts an existing norm of the PSL (Pakistan Super League) – namely, that the bulk of its positions will be filled by individuals who are either currently employed with, or previously employed with, a PCB (Pakistan Cricket Board). Tareen proposes implementing a formalized hiring practice that is available to all qualified professionals, not simply those who fall within the typical “cricket bureaucracy” or have ties to a PCB. The experience of leagues that emphasize acquiring specialized talent in addition to employing people from their own organization has been successful in terms of operational smoothness and innovation. If the PSL wishes to achieve international credibility, it will need to relinquish its reliance upon past practices and instead hire based on merit.
The Blueprint of Accountability
A well-defined organizational chart that outlines and defines each department at PSL will go beyond mere corporate speak. A well-organized structure that includes operations, marketing, fan engagement, player relations, and finance departments, and each is run by professionals, will provide a framework to make PSL a cohesive, accountable organization as opposed to just an assortment of disparate programs. For example, this structure would have allowed for better planning and scheduling of games in previous years. Therefore, preventing last-minute game schedule changes due to conflicting schedules and allowing sponsors to receive maximum exposure, and creating a better overall fan experience. Accountability is not something that can be glamorized; however, accountability provides a foundation for all leagues to be long-lasting and successful.
Communication: The Missing Link
Tareen believes that the sharing of information should be structured in a routine fashion (ideally every month). In Cricket Administration, silence is often seen as an opportunity for rumors to develop and distrust to grow. Communication, both transparent and predictable, can prevent crises, allow all stakeholders to work together, and may even help to resolve public controversy, such as when Tareen’s recent video went viral, which was an apology. The modern leagues are successful based on their performance on the field and their transparency off of it.
Disclaimer: This blog post reflects the author’s personal insights and analysis. Readers are encouraged to consider the perspectives shared and draw their own conclusions.
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