i think the point needs to be raised that the only way hickey could confirm is job reappointment is if he won the title>
put yourself in his shoes> he like anyone would worry about next season if he knew he was going to be there> in his situation you put the best players on the park> fuck development. i dont like it> but his reasoning was forced upon him>
Reading the very good analytical (and admirably objective) posts from passionate Tahs' supporters here, I deduce a number of themes that appear to be fundamental 'buried truths' that help partly explain what Gnostic (as a 30 yr Tahs' fan) months ago coined as 'the tragedy of the Waratahs' by which he meant (I think) precisely the same thing that Scarfman in his recent posts has been driving at, namely: the Tahs, despite their huge potential and the general affluence of their home city and sponsorship base, have continuously made themselves unable to acquire championship status, there is always, every year to a fault,
a reason for never having arrived. They have never discovered or developed a 'total formula for ultimate success', but come near that place over and over again, only to 'fail' again. And this has happened now for what, 15 or so years, it cannot be just runs of endless bad luck, or statistical coincidence or the long food and drink lines at the SFS.
The themes I see, (from these posters' analyses) are:
1. The Tahs (business and playing) culture is manifestly like that type of quite successful (but not No 1 in its field) company that is continuously obsessed with near-term quarterly P&L results, the next immediate positive result that can sustain some kind of support, at the expense of building a hoiistically excellent enterprise, with investment in long-term people and product development, great R&D etc, that thus builds a business that ultimately breaks out to become a leader in its chosen market for many years based upon these wise longer-term and deeper investments (that would never pay off in the very short term and indeed may cause short term losses specifically aimed at long-term gains).
2. Linked directly to 1 above, a tendency to emphasise 'key player capability on the park for immediate gains', and neglect investment and the humility necessary to
build deeper skills excellence in all facets of play....the types of deeper skills excellence that permits complete game plans to be executed with very low error rates and constant coherence between forwards and backs play, etc. (a la Cru, for example).
3. Given 1 and 2, deeper extended squad development is sacrificed as, to use my business analogy, 'we simply have to make next month's profit numbers and we'll only ever do that with our best players always on the park'. Note the resulting vicious circle this mindset inevitably creates.
4. A management system that is, effectively, satisfied with 'we always come close and that's much better than any other Australian team'. Satisfaction in relative, not absolute, results. The relative positive results - consistent 'we are up there, better than those Reds and Brumbies' - engender a lack of willingness to confront underlying cultural and 'poor investments or no investments' problems that thus in turn perpetrates the constant repetition of strategies that preserve a relative, not absolute, adequacy of performance as the norm, year in, year out.
Can I just note that my sole motivation in composing these thoughts is that if 'the tragedy of the Waratahs' keeps repeating itself and the Tahs' crowds never come back (and stay at say a 14,000 average), there will never be a fix, the window of opportunity will soon close foreever, and Australian rugby will be the loser, big time. Australian rugby needs a highly successful Tahs with average S15 crowds of at least 25,000 and the massive positive reinforcement for fans and the business that comes from a, or many, Finals win(s). There is no question that NSW rugby (and its local economy) has the talent to do it, the issue is can the Tahs management (Board, executives and coaches) make the major changes essential to do it. And do they comprehend what is now required.