“That’s the wonderful attraction of cycling to me. To reach the whole of the population in a way that rugby league, rugby union, and some other sports, will never have that opportunity.”
Phil Jones
“In our last podcast, I talked about when a new CEO come into a role, the first 100 days, strategic sensing, doing a lot of listening, and, actually, you’re doing the engagement bit really well, already, because you’re only four weeks in, and you’re engaging with us already, which is absolutely brilliant.
“One thing I do know is that you have a huge amount of disciplines to ensure success in, from BMX, road, mountain bike - all the disciplines that you have to deliver in. You’ve got a huge amount of stakeholders, in terms of regions, Scottish Cycling, UK Sport, and governance. It’s quite complex.
“Thinking about your first 100 days here as CEO, what’s on your mind?”
Jon Dutton
“Five things. First of all, and you’ve already mentioned it, actively listening. I think it’s really important. I have some knowledge. It’s been interesting in the first few weeks to try and broaden my horizon, and all of those different stakeholders, groups, people that have that corporate knowledge, to go and actively listen.
“I think the second bit that’s linked to that is learning. I do come here with some knowledge, but I’ve got plenty to learn, and if I’m still the CEO here in five years time or 10 years time, I will still have things to learn. I have a really unquenchable desire to learn and to look outside at the world. I regard myself as a futurologist. I look to the future and make sure that we are
proactive and not reactive.
“The third thing is getting out and being visible in the organisation. I’ve still not quite got to know everyone’s name just yet, but I’m working hard on that, because, of course, we’ve got people in the centre and people out in the regions. But going out and seeing people and begin visible.
“And then, the more fundamental taking us forwards is about taking responsibility and being a leader. I have inherited a set of circumstances. I wasn’t here 12 months ago, two years ago. I’ve inherited some really positive things; I’ve inherited some challenges. None of that matters. What matters now is for me to take responsibility and to take ownership of those challenges and move us forwards.
“And the fifth thing is to address some of this challenges head on, and some of those are immediate, but to never lose sight of opportunities, because I think our opportunities are
greater than our challenges.
“That, effectively, is my first 100 days, which I’m sure will move into whatever comes next. If I described myself, I would say I am relentless, determined, hopefully people find me humble, but absolutely here to make a difference and move the organisation forwards.”
Phil Jones
“You said the word ‘immediate’ just a moment ago, so what’s immediate for you?”
Jon Dutton
“I think ‘immediately’ is like every other national governing body, and some are quite well documented in the public eye a the moment: sport and the lingering impact of Covid is still with us.
“Sport and national governing bodies have less resource than ever before, so we need to make sure that we are proactive: that whatever we have, whether given to us by government, whether given us to by partners, what we self-generate, that investment is going into making a difference in the cycling community. We will probably have less resource than in the halcyon days that have gone before, and we have to cut our cloth accordingly.
“I was asked a really interesting question. I’ve done two all-teams sessions, staff sessions so far. ‘What are we going to stop doing if we have less resource?’ My answer to that is that we need to review everything, but maybe some things, we’re not gong to stop doing, but we’re going to do them differently.
“That’s about being efficient, being agile. We’ve already mentioned we’ve got regional boards: they’re doing a great job with volunteers. We’ve got sport commissions focusing on the
disciplines. There’s an awful lot in that space that perhaps we have to take a step back and have a look at how we deal with things as efficiently as possible.”
Phil Jones
“We’re talking a lot in our business, Jon, about strategic alignment, and I’m sure everyone’s heard that analogy of the plane that flies for one hour, and goes one degree off every minute. That actually equates to 60 miles in one hour off your intended landing spot.
“When you have complex organisations like British Cycling, it’s very easy for things to go off, or not be aligned, and the speed of the organisation and agility is quite a big thing to try and
get together. But I guess that’s what you want the organisation to be, and I guess every good governing body should be like that.”
Jon Dutton
“Absolutely, and we have a really big community. I go back to the point that I made before: our community, potentially, is everyone that we can reach cross the whole population.
“We have our members, and we have to explore membership. I think there are some improvements we can make to customer journey though simplicity, to value to loyalty that we need
to make.
“How we were consuming our media in a digital way was changing before the pandemic. Our expectations of buying tickets for an event were changing. The pandemic has super-charged some of that change.
“Geo-political change. We live in quite a frightening world. There wasn’t war in Europe before the pandemic, there is now. Look at the implications of that.
“And from a socio-economic perspective: the cost of living, soaring inflation; everything you face in your day to day in your business. That’s impacted our personal lives, but it’s also impacted our businesses.
“We’ve got to accept that we live in a different world. We’ve got to now cut our cloth accordingly, have agility, address the challenges but not lose sight of the opportunities.”