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Moving Towards a Culture of Strategic Management in Fiji:- the Case of Fiji Rugby

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Moving Towards a Culture of Strategic Management in Fiji:- the Case of Fiji Rugby Moving towards a Culture of Strategic Management in Fiji:- the case of Fiji Rugby Faculté des sciences de la motricité, Université catholique de Louvain, Belgique MASTER EXECUTIF EN MANAGEMENT DES ORGANISATIONS SPORTIVES EXECUTIVE MASTERS IN SPORTS ORGANISATION MANAGEMENT MEMOS XVII 2013-2014 Moving towards a Culture of Strategic Management in Fiji: the case of Fiji Rugby Vers une culture de Strategie d’Entreprise à Fidji: Étude de cas sur Fiji Rugby By Carl Rangituatata Ngamoki-Cameron © 2014 Tutored by Professor Leigh Robinson Affiliation of Tutor ABSTRACT Purpose – The purpose of this paper is to set out research that aimed to understand how Fiji’s Olympic Sport Organisations (“OSOs”) could move towards a culture of strategic management. Methodology – Quantitative research was carried out on Fiji’s OSOs using the readiness assessment tool developed by Minikin (2009) and qualitative research into the Fiji Rugby Union (“FRU or Fiji Rugby”) that included semi- structured interviews, the review of several documents and participant observations. Findings – The quantitative research on Fiji’s OSOs found that: (1) there is a need for strategic management to improve accountability, transparency and competitiveness; and, (2) governance is of a basic to moderate level of development, however, organisational performance is not being adequately evaluated or monitored, if at all, and that generally the practice of strategic leadership and strategic planning is below the Sport Industry Benchmark. The case study of the FRU found that the FRU Strategic Plan was not fit for its purpose; discussed the vision, values and strategic objectives of the FRU; and, proposed a methodology for revising the FRU Strategic Plan. The development of human capacity is the key for Fiji’s OSOs to move towards a culture of strategic management and financial independence from funding agencies. The training and development of those responsible for governance and management at village, school, club, provincial and national levels in the practice, theory and applicable tools of governance and strategic management is at the heart of improving the accountability, transparency and competitiveness of Fiji’s OSOs, reinforcing the public’s trust and confidence in these sport organisations, and sustainably lifting the standard and performance of Fiji’s athletes and national sporting teams. Research Implications – The research identified suitable frameworks of governance, strategic management and performance management for use by Fiji’s OSOs. The research also developed and proposed a methodology for the revision of the FRU Strategic Plan. Practical Implications – The development and implementation of a long- term, sport industry-wide training and education program on the governance and strategic management of sport organisations in Fiji, aimed at those responsible for the governance and management of Fiji’s OSOs from village to national levels. The update, revision and validation of the FRU Strategic Plan. Originality – The paper presents an analysis of the practice of governance and strategic management by Fiji’s OSOs, including a unique case study and insight into the FRU’s practice of strategic management, strategic planning and performance management. Key words - Strategic Management, Fijian Culture, Vaka i Taukei, Solesolevake, Ke davo donu na vauna, ena qai muri main a Sauta, Talanoa Na Yagona, Fijian way of Life, Fiji Rugby Union or FRU or Fiji Rugby, International Rugby Board (“IRB”), Strategic Planning, Performance Management, Oceania National Olympic Committees (“ONOC”), Fiji Association of Sports and National Olympic Committee (“FASANOC”), Fiji National Sports Commission Decree 2013, Olympic Sport Organisations in Fiji or OSOs. Paper Type: Research paper. SOMMAIRE Objet – L’objet de cette dissertation est d’engager une recherche dont le but est de comprendre comment les comités d’organisation des sports Olympiques (OSO) peuvent évoluer vers une culture de stratégie d’entreprise. Méthodologie – Nous avons entrepris une recherche quantitative sur les organisations de Sports Olympiques en nous servant de l’outil d’évaluation de disponibilité opérationnelle élaboré par Minikin (2009) et une recherche qualitative sur la Fiji Rugby Union (“FRU ou Fiji Rugby”) qui a comporté des entretiens à moitié structurés, l’analyse de plusieurs documents et les observations de participants. Conclusions – La recherche quantitative sur les “OSO” Fidjiens a conclu que: (1) il y a un besoin réel de stratégie d’entreprise pour améliorer la responsabilité, la transparence et la compétitivité; et, (2) la gouvernance en général est à un niveau de développement basique ou modéré, cependant, la performance organisationnelle est peu évaluée et pilotée, voire pas du tout, et en général l’usage de leadership stratégique ou de planification stratégique est en dessous de l’étalonnage (standards) de l ‘industrie du sport. L’étude de cas de la FRU a révélé que la planification stratégique n’était pas adaptée à son objectif ; a débattu de la vision, des valeurs et des objectifs stratégiques de la Fidji Rugby Union, et propose une méthodologie pour revoir la planification stratégique de FRU. Le développement du potentiel humain est capital pour les OSO’s Fidjiens afin d’évoluer vers une culture de stratégie d’entreprise et une indépendance financière par rapport aux bailleurs de fonds. La formation et le développement des responsables de la gouvernance et de la gestion au ntniveau du village, de l’école, du club, de la province et au niveau national ; avec la mise en pratique, la théorie, les outils appropriés et la gestion sont au cœur de l’effort pour améliorer la gouvernance, la transparence et la compétitivité des OSOS Fidjiennes. Ceci pour rétablir la confiance et la foi du public envers ces organisations sportives, et en élevant durablement le niveau et les performances des athlètes de Fidji et des équipes sportives nationales. Les Implications de cette recherche.– Ce travail a identifié des canevas appropriés de gouvernance, de stratégie d’entreprise et de pilotage de la performance pour les OSOs Fidjiennes. Ce travail a aussi développé et proposé une méthodologie pour la révision de la planification stratégique de FRU. Implications Pratiques—Le développement et la mise en place à long terme d’un programme de formation et d’éducation sur la gouvernance et la stratégie d’entreprise des organisations sportives à Fidji, qui visent les responsables de la gouvernance et de la gestion d’entreprise des OSO’s Fidjiennes; depuis ceux du niveau des villages à ceux du niveau des équipes nationales. La mise à jour, la révision et la validation de la planification stratégique de FRU. Originalité – La dissertation présente une analyse de la pratique de la gouvernance et de la stratégie d’entreprise des OSO’s Fidjiennes, qui inclut une étude de cas unique et un aperçu de la mise en œuvre de stratégie d’entreprise et pilotage de la performance par FRU. Mots clé - Stratégie d’entreprise, Culture Fidjienne, Vaka i Taukei, Solesolevake, Ke davo donu na vauna, ena qai muri main a Sauta, Talanoa Na Yagona, le style de vie Fidjien, Fidji Rugby Union or FRU or Fidji Rugby, International Rugby Board (“IRB”), Planification Stratégique, Pilotage de la Performance, Oceania National Olympic Committees (“ONOC”), Fiji Association of Sports and National Olympic Committee (“FASANOC”), Fiji National Sports Commission Decree 2013, Olympic Sport Organisations in Fiji or OSOs. Type de dissertation: Recherche. ACKNOWLEDGEMENTS I would like to express my sincere gratitude and appreciation to all of the people and sport organisations that made possible this unique experience and amazing journey towards an Executive Masters in Sports Organisation Management (“MEMOS”) from the Université catholique de Louvain, Belgique, particularly Olympic Solidarity and FASANOC for their financial assistance. I especially wish to acknowledge the FASANOC executive board members, particularly Dr Robin Mitchell (President ONOC & IOC member in Fiji) and Reginald Sanday (President FASANOC) for accepting my application to attend the MEMOS program on scholarship. Also, the board members and office bearers of the Fiji Rugby Union, Cycling Fiji and Fiji Triathlon Association for supporting my MEMOS application to FASANOC, particularly Filimone Waqabaca, Chairman Fiji Rugby Union, Dom Sansom, President Cycling Fiji and Andrew Pene, President Fiji Triathlon Association. Participation in the MEMOS XVII program required the necessary logistical coordination and administrative support of principally the following organisations and individuals who were always kind, considerate and courteous towards me: Professor Thierry Zintz (MEMOS Director), Professor Ian Henry (MEMOS Project Coordinator), Joana Zipser-Graves (Section Manager, NOC Management Programs, Olympic Solidarity), Lorraine Mar (Secretary General & Chief Executive Officer, FASANOC), Lyndall Fisher (Sport Administration Officer & Sport Development Manager, FASANOC), Marta Avila (Chaperone, Guatemalan Olympic Committee) and Peter Brull (Chaperone, Finish Olympic Committee). I am grateful to my tutor, Professor Leigh Robinson, for her positive attitude and guidance that led to my research topic, title and this paper; Brian Minikin, for his initial support and encouragement; the participants in my research who made this research possible but due to confidentiality restraints I am unable to acknowledge individually; and for the memorable moments, diversity, i friendship, respect and inspiration of
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