Part One: Task Force update
Phil Jones
“It’s good, Tim. I know at the moment people haven’t heard very much and the reason for that is because we’re having to spend an awful lot of time in what I call ‘phase one’ of what is, at least, a five-stage problem: diagnosis, discovery and direction you would use to try and address something as significant as this challenge.
“We have met four times, and I want to put that in context for people. That is over Microsoft Teams. We’re giving up our evenings on Monday, between 6pm and 7.30pm and between 6pm and 8pm; so, to put that in some context, that’s about six to seven hours worth of talking time at the moment, so just to make that clear.
“So, when you’re dealing with a problem of that size, that’s absolutely common that you would spend that amount of time, or more, in this diagnosis phase, where you’ve got to start to hear the opinions that people already have on the Task Force, and, of course, we’ve got the different disciples of the community on the Task Force, from riders to organisers to commercial people.
“But all of those people also have a huge amount of first-level contacts in the sport, so the riders know other riders, the organisers know other organisers, the team managers know
other team mangers, commercial people know other commercial people. The network we can draw upon to bring opinion together is very, very vast.
“In these initial meetings what we are trying to get to is to get at least as many of the contributory factors on the table, whether they be minor or major. So if there’s a contributory factor that we felt has somehow got us to where we are then we’re capturing that and we’re recording that, and this is what we call the diagnosis phase. We are getting to the point, from the initial Task Force members, trying to at least get all of the issues highlighted, however big or small they are, and I think we’re doing quite a good job of that at the moment
“Let me also say: it’s totally unfiltered feedback. There’s a lot of uncomfortable truths being raised across all the different discussion points and nothing is off the table, as far as raising it. I think that's really, really important that people hear that, who are wondering what the Task Force is up to. Our understanding is that, at the moment, yes, there’e a lot of talking, but it’s not a talking shop. There’s a very structured process that we’re going through, and we’re only in phase one of five phases. However, the discussion that has been had is of a very good quality, lots has already been captured.”
Timothy John
“Well, it sounds like this structure is already paying dividends. As you say, on the one hand you have unfiltered feedback, and on the other, I know you’ve done a deep dive into the underlying data.”
Phil Jones
“Yeah, without a doubt. Again, in the corporate world, Tim, you wouldn’t just bring all these people together and go, ‘What do you think?’ You have to start from analytics and data, and so the Task Force have got full access to the data and analytics team at British Cycling. There have been really, really good insights delivered back to us, where we’ve asked:
“’We want to understand where we are now, but we also want to understand from, let's say, the 2015 season, when things were perhaps very, very different, where we had six Conti teams and a thriving scene and all those sorts of things. What was the data that sat behind that? How many race entries were there? How much was it to race? How many racing days a year were there, for the men’s scene and the women’s scene?
“So we’ve got all of those analytics sitting behind that now, including what the races were, where the races were, how many entries were there in each individual race etc. That is allowing us to understand a landscape, so you can properly understand between that point in time, a point in time in 2019 just before Covid and now, and you can compare them, and go, ‘Ok., we’ve gone from this to this.’
“You can then begin to understand why. Was it certain races dropping out? Have the racing days come out? What’s happened to costs? How many participants were there?' So is the scene thriving or is it not, in terms of the analytics?
“We’ve got all of that, so everyone listening who’s interested in the outputs here needs to understand that we’re doing a lot of due diligence here, so that when we get to this perhaps end state, which is how can we try and give some pointers to British Cycling, to say, ‘Maybe think about this, think about that, or think about this,’ that they’re well reasoned, everyone will understand that they have been listened to and then once the plan comes out perhaps of what can be done and when, there’s some good rational thinking behind that.
“Some time in the next couple of weeks what you will hear is some initial communication coming from the Task Force, from the chair, Ed Clancy, where he’ll begin to reveal some of those key things. We can’t list everything. There’s so much. There’s literally hundreds of points coming at the moment of potential discussion, but we will highlight what I think will be the key things and then Ed will then communicate what those key initial things are so that everybody can understand what it is we’ve been talking about.”
Timothy John
“Well that’s good to know. A statement from Ed, I think, can only be welcomed. Transparency is key, I think, to the continued credibility of the exercise in the eyes of the wider public.”
Phil Jones
“Yes. When you’re dealing with big problems the reason why sometimes task forces become talking shops is because there isn’t a structure or a framework around them. That’s when you create talking shops and having been in business now for 30 years, one thing I do know is how to structure these things in order that they don’t become talking shops.
“Once you get phases clear and clarity about what we’re going to do in each of those phases, what that means is that when you are in that discussion phase you can park and pause conversations if they’re not massively relevant to the point that you’re currently trying to talk about.
“You can park them and go, ‘Ok, you want to discuss this issue. It’s not a today discussion. It’s a phase three discussion so we’ll park that and come back to it.’ What that means is you get a much more efficient conversation. So rather than, let’s try and talk about everything: if we just sat in a room and tried to talk about everything and tried to solve everything and come up with lots of ideas all at the same time, you are designing a talking shop, without a doubt, I’ve been there many times in my corporate past. So by just applying a simple framework to this discussion, what we’re able to do, I think, is be much more productive in these conversations.
"Where we’ve got to now in terms of the capture of information is really, really good and the next phase we’ll move into now is an even greater amount of, in inverted commas - sorry for the bingo here folks –“stakeholder engagement”, where we’ve identified much wider groups of people where the Task Force want to go away now and have deeper conversations with them to make sure we’ve captured as much as we possibly can in terms of feedback and detail from the major stakeholders in this thing called ‘elite road racing’, National A series particularly, so once we’ve got all this together, then we can begin to get to grips with generating ideas, solutions and a pathway forward."
Timothy John
“Well, that’s entirely realistic. I mean, Rome wasn’t built in a day and neither will a thriving elite British road scene. It is going to take time, but, again, the goodwill that surrounds this project will hopefully carry it through.”
Phil Jones
“And one, I think, really important thing here which I think is worth raising is that if somebody came tomorrow and wrote a cheque for £20m and said, ‘Design the race series in the UK,’ I don’t think we’d have any difficulty putting it all together.
“The commercial realities are that the commercial environment is very, very difficult, and, as a result, we, I think, have to set expectations that there is going to be no easy answer in this. There will be a set of recommendations perhaps that may be output, but all of those recommendations are not going to be immediately implementable.
“Some of them will be about setting a direction of travel where you need to build the commercial sustainability perhaps over several years, but the main thing is perhaps as long as that is clear to people and as long as people understand that there is a direction of travel to address things, that might be the output that we can deliver. It’s not going to be: 'Everything is going to be solved in 2024 and haven’t we done a good job.' My view is that the road map to this may take some years to fully resolve.”