As cricket is turning into a multi-national business, players are not the only professionals around. The efficiency behind the scenes, in the boardrooms and the cricket structures, is becoming critical to the team's success on the field.
Australia has been a forerunner in developing new strategies to enhance excellence. Before anyone else, they were talking of the importance of fielding; then came technology-assisted coaching. They brought in psychologists to help the players and bio-mechanical analysis was their latest innovation.
They also started programmes like the 'Spirit of Cricket', when their players started becoming 'boorish' for the home crowds and were losing stock. The contingency plans, along with having the right people for the right job, has gone a long way is making Australia the all-encompassing world leaders in the sport.
On the occasion on a decade of dominance by the Aussies, James Sutherland, the CEO of Cricket Australia, reveals Australia's winning formula, in an e-mail interview with cricket correspondent Deepti Patwardhan.
How has the Australian cricket system been able to spot and sustain talent in the country?
The 'system' as such is really a pathway of development beginning at the introductory level with our junior MILO Cricket programs running right through to school, club, community, underage championships and then into the elite levels and first-class cricket.
The pathway -- particularly at the elite end -- is further supported by the Commonwealth Bank Centre of Excellence and within each state and territory by the various Institute of Sport programs.
The aim of the pathway is to keep channelling players through with people from around the country working in the system such as development officers, administrators, coaches and selectors to identify, nurture and continue the progression and development of cricketers so that when they reach the pinnacle of our sport at the national level, they are prepared and equipped for the demands of the game at that level.
Not all players progress along every step of the pathway, and some players enter at different stages. But you need to have the right system in place so that when players do enter the pathway, talented players are identified, captured and continually developed.
How has the cricket administration helped improve the quality of the game?
Administration helps support the game off the field. It's about putting in place the correct mechanisms, processes and support tools to make sure that the system and structure works. Administration is about managing the game so that the players can focus on the on-field activities whilst off the field the various functions are attended to and maximised.
This involves such things as operations, marketing, venue management, finance, player development etc. This is all in place to support people playing, watching and following cricket, and keeping the game as a product that fans and participants want to be a part of.
Are there any honorary positions in the national or state boards?
Australian cricket at the community level is very much built on the volunteer network. As we move toward the elite end, administrative positions tend to be filled by specialised individuals. At the same time, it must be acknowledged that a huge contribution to the health of the game in Australia is made by Board members at both national and state level.
Is cricket still a volunteer-based sport in the country?
Certainly, at the grassroots level, volunteers are the lifeblood of our sport. In recent seasons we have tried to recognise more and more the value and contribution of volunteers, and the time and dedication they put in to keeping the sport running in the community. We have made a series of presentations around the country to acknowledge the important role of our sport's volunteers.
What steps has Cricket Australia taken to improve on the findings of the McKinsey report?
We engaged the internationally-renowned consulting firm McKinsey & Co to assist us in reviewing our current strategy, such that it is relevant and appropriate for where we want to head. The review has given us some clearer direction that will emphasise the need to set targets and measure our organisational performance.
When and why was the Spirit of Cricket programs instituted? How successful has it been?
The Spirit of Cricket initiative was introduced in 2003, and it began with a pledge by our Australian men's team to play the game hard, but fair.
Part of Cricket Australia's role as an international member of the cricket community is to uphold and protect the intricate values of cricket.
We believe that cricket's appeal to fans and participants is closely related to the values of the game at all levels. As part of our formal strategy we introduced a range of initiatives designed to help create an environment in which the game's values can be upheld. This includes educating the cricket community on codes and policies which enforce these values, as well as promoting the positive aspects of the game and rewarding and acknowledging those who actively uphold the values.
Last year we launched the Benaud Spirit of Cricket Awards -- named in honour of the Benaud family whose contribution to the game has spanned several decades. The awards recognise individuals and teams who display the spirit, traditions and values associated with cricket.
We have received some very encouraging feedback across all levels about the impact and influence of the initiative, and we are especially proud of the manner in which our national team, led by Ricky Ponting, has acted by example and embraced the initiative.
How much does the cricket board invest in the development of cricket infrastructure and developmental programmes?
This is an important area for us and as we begin to develop our next strategic plan, we are looking in particular at the investment at the development level and how we can continue to make sure our programs are at the forefront and cutting edge. For the most part our state associations are responsible for the development of cricket grounds and facilities.
Does it help having only six state sides . as compared to a country like India where 27 teams compete for the domestic championship.
There are advantages and disadvantages of the two systems. We would like to think that having just six state teams is an advantage but at the same time it limits the opportunity for our talented cricketers to play at first-class level. First-class cricket in Australia is an exclusive and highly competitive standard. While we believe that it is the perfect stepping stone to international cricket, by only having six teams, it places additional importance on the development function of the level below state cricket and we go to great lengths to support the top levels of club cricket in each state.
How much of a role have the captains played in making Australia the runaway champions in the last decade?
Captains play a vital role. There are few sports where the captain has as much influence in tactics and team performance as they do in cricket. Captains play an important leadership role within the team and, in a lot of respects, together with the coach set the style of play. In recent years we have seen Ricky Ponting, and before him, Steve Waugh, Mark Taylor and Allan Border create an attacking style of cricket and no doubt this has had much to do with the success of the current Australian teams.
An important factor in recent years has been the establishment of a leadership group within the team hierarchy. This group works together on planning and strategic issues for the team and has the effect of ensuring that the leadership burden is not totally left to the captain.
Does Australia have the reserves to keep dominating?
We don't ever want to be complacent and we know the gap can close very quickly, so it's our job to keep coming up with the right processes and structures, and be flexible enough to adapt to the changing environment. Our approach is not to look backwards but forward; to keep innovating in the way we prepare, train and play and to ultimately seek constant improvement in individual and team performance. That's what keeps teams, individuals and even businesses on top for extended periods -- planning for the future and being able to respond quickly if things aren't working or, when they are, building on the momentum.
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