Part Two: Executive Decisions
Timothy John
“Well, what a brilliant way to start this episode: with insights, literally, from inside the race.
“Now, I said in the introduction that only some of the action in British road racing since our last episode had taken place on the road. Quite a bit of it has courted in the boardroom, as
well, and who better to ask about that then Phil, so we’re extremely lucky to have Phil with us.
“What I’m referring to here is British Cycling’s appointment of a new CEO: that’s Jon Dutton, who becomes the federation’s third chief executive in three years. Now, I hope that isn’t misleading. They haven’t chopped and changed on annual basis. Julia Harrington left the organisation in January 2021 and was replaced by Brian Facer, who left on October 31, 2022 with, and I quote, “by mutual agreement of the board of directors". Now that, of course, came in the immediate aftermath of a very controversial sponsorship deal with Shell.
“Jon seems to know a bit about cycling. He served as, quotes, Director of Readiness, for the Grand Départ of the 2014 Tour de Yorkshire, and is currently on the board for Glasgow’s hosting of the UCI World Championships this August.
Phil Jones
“Well, he seems on the face of it, a very capable individual, Tim. Those coded words - ‘by mutual agreement’ - are words that we all use in large enterprises to say something is not working, and there’s normally a breakdown in confidence or communication between the board of directors and the chief executive. It could be one or it could be the other: the CEO is frustrated with the board, or the board is not happy with the way the CEO is performing. Clearly, to come in as the third person within a [short] space of time is going to put a lot of pressure on you as an individual to go: ‘They need to get this right.’
“If you look at Jon’s credentials, they all seem to be there. He seems like a very capable individual who should do a good job, but you have somebody now who really does need to steady the ship. You really need to steady the ship now. They’ve had crisis after crisis that they've been trying to deal with and, of course, the third of those being the announcement of the Shell deal, which didn’t land at all well from a PR perspective..Although commercially it ticked an incredible box, it was almost a PR disaster when you looked at the reaction on social media.
“BC as an organisation has multiple things that it needs to do. It needs to win medals, and then, of course, it needs to make sure it goes away and increases participation because Sport England wants that and UK Sport wants that. But then we’ve got this bit in the middle of the sandwich where we're interested: who’s going to look after and be the passionate
supporter of the UK road racing scene in the UK in amongst all of that?
“I read Jon’s announcement. I can see that he rides a bike, which is great. He’s obviously done lots for cycling, which always helps. I really hope that, as far as his first phase in the business, and I’m going to use another big, horrible, corporate bingo word - in his ‘discovery period’ - in your first 100 days or so, you should be asking a lot of questions and listening a lot.
“I hope during that discovery period, he gets to read all of the strategic documents that have been written about what needs to be done, he goes and talks to all the people who have an active stake holding in making this happen, and then he really does listen and goes away and begins to execute and do something because I don’t think we’re lacking ideas, we're not
lacking resources, we’re not lacking people who feel passionately about it. What we really need now is a bit of execution, don’t we? Why don’t we get things moving?”
Timothy John
"Absolutely. When we talking off-air Phil, you mentioned that one of the challenges to getting things done will be the immediate departure of Acting CEO, Dannielle Every. Dani will leave British Cycling in Spring 2023, according to the statement, so right about now, to become the Chief Operating Officer at the PGMOL, which oversees professional football referees and match officials in England.
"Now, I don't think anyone can criticise her effectiveness. She oversaw a number of detailed strategic initiatives at British Cycling, including five-year plans for each of the federation's eight sporting disciplines, and for road cycling that 'The Road Ahead,' published in 2021.
“Phil, just how does a large organisation gain and retain momentum when there are so many shifts at board level?”
Phil Jones
“It’s really, really difficult, particularly when you’ve got somebody who’s been there a long time and understood it all. Sometimes, you’ve got to understand the wiring: how the work works. You’ve got one thing that can appear on a PowerPoint slide or a strategic slide and then the reality of how the work gets done: who does it, who needs to traffic things along, and things like that.
“Clearly, for me, at such an important time, if you’re walking in as a new CEO, and, at the same time, someone as important as Dani is saying, ‘Well, I’m leaving,’ it leaves a big
vacuum. You don’t have that knowledge that you can lean on: that person who becomes an important pillar in your first three months or so.
“My view is that clearly something is going wrong. Clearly, there is something around the way the board is operating or the culture which is leading to this dysfunction of some kind. You’ve got the governance, the constitution, you've got the organisation, all of these things, but something is clearly happening which is leading to this revolving door of good people coming and good people going out. There has to be a reason for it.
“When you look at some of the strategic documentation that has been created. Some of the things that I’ve picked up: a particular sentence, ‘To be a modern and effective governing body where decision makers can be held to account,’ and I’m thinking, ‘Well, alright, there’s quite a few decision makers still there who probably need to be held to account.'
“People are a bit frustrated. Here we wall are. We’ve been talking on this podcast for a while, and we know the people who are passionate, we know the people who are the do-ers, we know the people who are just getting on with it. Regardless of all the politics that’s going on in the governing body, they’re just getting on with organising races, running teams, starting
teams, doing stuff.
“I think there’s a growing frustration that the erosion that the scene is seeing is not being properly tackled, and I guess that this is the rallying cry with a new CEO, and I’m sure he’s going to be listening to the Brother UK Cycling Podcast, Tim, is to say, ‘Why don’t you come on here as a guest? Why don’t you come and talk to us about this scene? Why don’t we get a few people on here and begin to chat about this, because I’m sure that there are some things that you could hear where you could go away very quickly and action and get things moving.'”
Timothy John
“Well, I can only echo that. Let’s get Jon on the podcast. We’re in Manchester. He’s in Manchester. Let’s get to the studio and hear what his vision is for British Cycling, and we can provide a perspective as a sponsor that’s stood at the side of the domestic sport for nearly a decade.
"Just a final thought, Phil, before we leave this topic: does Jon need to make some sort of gesture, some sort of policy initiative, early in his leadership to acknowledge the scale of the
challenge that the scene is facing, or should he instead make an early commitment to the ‘Road Ahead’ strategy and say, ‘We’re going to see this through’?
Phil Jones
“Well, if it were me... Let’s just assume for a moment that I’m putting on that hat. Of course, I’m going into my discovery phase, as I talked about earlier. I'm going into to my stakeholder engagement phase. Bing, bing! I think we’ve nearly got a line on the corporate bingo here, haven’t we, Tim?
“But there is this document that exists, and it’s called the Road Ahead. It was created by Dani, signed-off by the board, and this is the strategy for the road to Paris and what they want
to do about the road scene, and the volunteers they need, marshalls, erosion of teams, all this stuff.
“The first thing I would be doing is getting out there and doing a couple of fairly big, high-profile interviews with the cycling media and appearing on a couple of podcasts and going: ‘Ok, what is it you’re saying? Here’s what I think. Here’s this document, and I’m determined to either bring this to life or review it.’
“Now, I do feel a bit uncomfortable when you say those things, because, basically, you're saying there’s going to be another big delay. So, if a lot of competent people have already
written this document, and your board has signed this off, then surely accountability [dictates], ‘We all believe in this.’
“Your job as a CEO should be to go away and start executing against it: to say, ‘Ok, what do we need to do? What are the priorities?’ You start running a priority matrix, which are big, easy-to-do things which are in your control, which you can get done quickly. You start working on those immediately and send messages to the market that something is changing. Those easy wins is where you’re at.
“I’d be out there, personally, just engaging and getting the story out there that things are changing: ‘I’m here now. Energy’s going to change. Momentum is going to change. Somebody
new is here, and we’re going to go away and start solving these problems.'
“That’s what I would do, so I’m really hoping that we see a similar type of behaviour from Jon.”
Timothy John
“Great stuff. We would certainly welcome that, wouldn’t we: new energy, positive statements, engagement with the media, and some reassurance that road cycling is at the top of British Cycling’s agenda.
“There has been a first annual review of the Road Ahead strategy, but certainly not the full-scale review that, as you say, Phil, would fall within Jon’s remit if he’s so minded.
“Phil, thanks very much indeed. I mean, some very valuable insights there.”
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