With change comes opportunity.

The word ‘sustainability’ is one of the most used and least understood words in modern business. Most think it’s a mixture of tree-hugging and CSR statements which is as far from the truth as you can get. Sustainability is building something for tomorrow’s generation that can realistically be maintained, and at the bottom line of that thinking is economic sustainability- the ability to create long-term reliable revenue. It’s called the ‘Triple Bottom Line Model’ Economic, Social and Environmental Sustainability’ and it’s no co-incidence that Economic is the first word of those three, as without sound economic management, there is no money to pay for anything else.

It’s safe to say the RFU and England Rugby are not at the top of their game right now. Rumblings within the sport suggest that the leaky RFU ship, tossed on a maelstrom of accusation and discredit, are about to face an even greater challenge, with the rumours in the marketplace that sponsors now voicing their dissatisfaction at the general health of their investment.

There’s an old adage that you can’t market yourself out of a situation you’ve ‘behaved’ yourself into. You can’t change what’s already been done.

However, I urge all to think deeply and realise that the opportunity that has been created by the issues surrounding the Union is absolutely huge.

Change, in its broadest sense, needs a catalyst and that catalyst is now there; the palpable dissatisfaction of all can now manifest itself in an appetite for action and betterment and that is great news.

Sponsors need a return on investment. They need, above all to see sustainable long term value and partnership. They cannot be taken for granted and,listening to the political commentators on the sport, that spirit of partnership is currently at large.

The RFU need to take value to their sponsors, stakeholders and members. They need to answer the question ‘What’s in it for me?’. Indeed they’d be well advised to REDUCE the widespread number of sponsors (currently around 30) and focus on getting better revenue and offering more effective commercial opportunity to a fewer, but more committed partnership base. In modern business idiom, this is called the 80/20 rule- suggesting, correctly, that the majority of businesses get 80% of their funding from the top 20% of their clientele. This model breeds trust, confidence, understanding and commonality of goal, all things that will benefit the game. And believe me, if they do this, they’ll find they have sponsors for 30 years not 30 minutes.

Let’s also start giving, not taking, to the grassroots clubs. Give them value and inclusion and stop asking for reams of meaningless statistics to spin in a positive but self-serving light. Let that positivity come from tangible action, not numbers. Build sponsorship opportunities that allow the clubs to engage and benefit, and thus grow the game at the bottom of the pyramid, where it is needed most.

One of the issues here is time and how long it takes to do this. Well, I believe that that is nothing but an obstacle the naysayers create. With commitment, leadership and robust action, time is a friend and can be used to benefit.

Only masterly inactivity and endless review will stand in the way of moving forward. The need is for action, not naval gazing and I hope that those entrusted with sustaining the revenue streams of the game are empowered to act, because without that empowerment, the good ship RFU will sail from storm to storm until finally it sinks.