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Cricket affairs management and consistency and consistency or any high -level sports are just as important as the rule of a complex corporate entity of strategic importance.
Pakistan cricket has been going through a very difficult time for the past few years. This is not just an uproar that our cricket has experienced many times in the past. It is like downside down on a slope, which is slightly slippery to take our cricket to a new lower level, unless the main reasons are arrested, and treatment is not done.
However, to do so, we first need to understand the important elements that are responsible for it. Many people will not agree that one of the main reasons for this is a lack of continuity to handle cricket.
From the leadership of the board to the selection of players, captains and coaches, Pakistan cricket has repeatedly and often changes in cricket. This instability has damaged the team’s ability to create integrated identity, promote confidence and maintain performance standards. Continuation allows players to be free of permanent change, solving roles, creating chemistry and flexibility. Successful teams around the world show a common sense and consistency in both the field and outside the lead.
Although the team captain is the one who takes charge in the field, however, the team’s strategic leadership, however, is primarily with the coach, whose role has been made in the game over the past two decades and is now as responsible for the team’s performance as captain.
The coach has been entrusted with the team to lead the team forward, promote a strong dressing room culture, develop the team’s strategy and eventually bring the team’s performance to their abilities.
When it comes to strategic direction and cultural change, there is no shortcut. Instant reforms can occasionally provide victories, but they are not an alternative to sustainable long -term growth. Therefore, it is important to appoint and maintain a coach with a clear mandate and multi -year horizon. This approach provides the time and authority necessary to implement change changes.
Unfortunately, Pakistan’s track record is far from stable. In just the last five years, the men’s cricket team has wandered through six different coaches, Masbah -ul -Haq, Sakelin derivatives, grant Bradburn, Jason Gillespie, Gary Kirsten, and now Aqib Javed, whose status is also uncertain. On the contrary, cricketing power houses like Australia and India have only two coaches in the same period, and their consistency has translated strong performance in the formats.
Some may argue that repeated changes in the trunk of the coaches are failed to find the right fit. If so, the solution is to make the selection process professional. It is no longer viable to appoint coaches based on the list of fully experience in different environments or past achievements. A coach who flourishes in the same order can struggle in the other, especially in Pakistan’s unique cricket context, which demands a deep understanding of local dynamics technical, operational and cultural.
To correct, PCB has to adopt a systematic, evidence -based approach to the coach’s appointment. As the first phase, it should include a leading international consulting firm with a proven skill in sports management and cricket development to create a set of KPI (key performance indicators) for the coach, which is in accordance with the challenges facing Pakistan cricket. The firm should also monitor the recruitment process to ensure that it is associated with a wider goal.
The move to include a consultancy firm should not be seen as a reflection of the board’s shortcomings, but should not be seen as a progressive and forward -looking PCB’s progressive and forward -looking measures for professionalism, world standards, and long -term interests of Pakistan cricket. From a third party point of view, reduce internal prejudice, ensure accountability and increase the credibility of the appointment process.
The KPI, produced by the firm, should cover the areas where our team is currently eliminating its techniques, team culture, motivation, mental flexibility, modern -day cricket needs, or perhaps highly critical, “Team First” mentality.
Once the KPI is finalized and approved by the PCB’s Governance Committee, the board should be invited to express interest from the candidates, which meet the specific, well -defined standard. These, in addition to the minimum year coaching internationally, familiarity with the environment and the domains included challenges such as Pakistan and proven track records where our cricket is behind. The final selection of coaches should be run by the diagnosis of their action plan to achieve the KPIS scheduled from PE.
The coaches’ compensation should also be linked to the implementation of this action plan rather than the results of the short -term match, as sometimes the results are fraudulent and we can have short -term success at the cost of getting off the tracks of sustainable progress.
No process of coach’s choice can guarantee the results, as the players’ abilities and abilities are given the most importance at the end of the day, but a transparent, structural and purpose -based approach to adding the coach, which is a strategic driver, will ensure that the team will fulfill its potential.
The time has come for the PCB to go beyond high -speed decisions to the basis of consistency and professionalism that can lead Pakistan cricket on the path of glory.
