The Super League super fail: red-carded by poor governance
The teams involved in the ESL failed to establish meaningful engagement with key stakeholders; they also didn't anticipate the operational and reputational risks
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BEARING tones of a zombie apocalypse movie, the recent furore over the European Super League (ESL) not only saw fans amassing along the streets in protest, but also laid bare the underlying ill threatening to destroy the beautiful game - the gall of the industry to think of itself as a business rather than a public good.
But, mild sarcasm aside, the notion has a solid basis: the sooner the teams that lead the sport are cognisant of the interests and existence of their many stakeholders, the sooner another debacle like the ESL can be avoided, and the better managed their businesses and future will be.
How? To borrow a thought from former Sky Sports commentator and currently chief commercial officer at Apex ESG Ratings & Advisory, Will Chignell: "For business or sport to be successful, there has to be a deeper core purpose for existence than just the bottom line."
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