Global sporting entity World Rugby was facing intense pressure and major financial challenges towards growing the game of Rugby worldwide. The large disparity of results between Tier 1 to Tier 2 teams within the flagship World Cup event clearly indicated that there was significant gap in skill level between countries. The extensive scoring gaps produced within World Cup matches were affecting the future growth and financial success of the event. World Rugby was determined to grow the game, and understood the need to build the performance of the Tier 2 nations.
It was understood that a limited framework of growth and development for coaches, players and officials outside the Tier 1 countries existed. As a result, World Rugby committed to the strategy of introducing high performance frameworks to provide high performance coaching, mentoring and expertise for all Tier 2 nations.
Dan Collins performed a large-scale analysis of each individual Tier 2 country that required developmental needs. The need for World Rugby to invest in a focused and targeted manner was identified, as a one-size-fits-all approach would not work. Dan developed recommendations for Tier 2 nations, designing a 10-year plan that would transition the competition within World Rugby. He led transitional changes in a systematic and pragmatic way, country by country in collaboration with internal service teams within the respective Rugby Unions. On a commercial level, Dan also identified time and cost efficiencies that would increase value and production within the long-term investment strategy.
SAF (32) vs JPN (34)
Dan’s recommendations to the World Rugby Board incorporated investment strategies and management transitions, which enabled each country to develop their own Union led management teams. This resulted in each Union being equipped to drive their own success across all coach, player and official levels. The competition model Dan developed set a new standard of competitiveness worldwide over a 12-year period.
By 2011, World Rugby experienced unprecedented success across competition levels. Their goal to decrease disparity in scoring at the Rugby World Cup 2011 worked with outstanding results. By 2015, World Rugby had experienced their best Word Cup ever and had reaped the financial health and benefits therein. One of the Cup highlights was the defeat of South Africa (Tier 1) by Japan (Tier 2) in a pool game – a journey that started with a vision in 2005. The 2015 RWC saw the closest scoring in matches since professional Rugby began in 1991. The result was an outstanding tournament for fans and commercial success for the World Rugby organisation.
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Dan Collins believes that every culture is the result of the sum of the individuals involved; irrespective of title, position or hierarchy. Poor culture is a reflection of poor leadership, and poor leadership is the result of poor personal awareness and responsibility.
In response to this, Dan Collins works on all levels of the company to create a winning culture. Dan delivers the tough stuff that others tip-toe around, revealing his passion, heart and care and sacrificing comfort for results. His unique model establishes and aligns individual goals with company purpose. This in turn reinvigorates staff passion and performance, creating environments where individuals are motivated by the attainment of achievement and success.
Creating and sustaining a winning culture requires an environment that incorporates everything Dan stands for: passion, camaraderie, accountability and growth.