About eighty years ago, the Dhyan Chand stick wizardry stunned German excellence in the sport. Today, European hockey has made an emphatic return to world dominance with Germany, Netherlands and England in the top four. This has been the result of persistent dedication, hard work, and organizational support over the years.
There are lessons to learn from the functioning of these outfits. Sports talent is far more valued than in the sub-continent. The potential is nurtured through the formative years with competitions held for various age group levels that are calculated to raise the existing quality of play. The field hockey teams also participate in indoor games to get used to maneuvering in more closed conditions.
The European circuit has many tournaments set up between the hockey playing nations to continually improve on the art. Goal achievements are not left entirely to the players. The coaching staff works just as hard with modern technology to equip them with information that helps them to win on the ground.
Videography captures relevant data, and ongoing plays are constantly processed to identify patterns. These analyses are used to determine the strengths and weaknesses of other teams. They also provide feedback on and for various on-field strategies, discerning potential opportunities and threats at runtime. This teamwork resulted in the awesome performances displayed during the World Cup.
For a realistic shot at regaining lost glory, those associated with Indian hockey need to think outside the box. This does not mean to abandon the traditional style and import foreign ways, but to adapt to the circumstances prevailing in the global scenario to develop the game.
There is inspiration to gather from Australia that combines Asian flair with European aggression in a blend uniquely their own. After sixteen years of practice and improvement, and despite consecutive defeats by Germany in the last two World Cup finals, Australian tenacity has finally triumphed, the team emerging victors in 2010!
India does not have a comprehensive State-run sports system along the lines of those in the West. Governmental funds are limited since the centre and states are occupied with the other more pressing problems on their plates. Business concerns may have the money, but they lack the motivation to take up the social responsibility. Widespread sports development in the country is thus almost none.
Companies in India tend to restrict their involvement in sports. Some look to celebrity endorsements, to build favourable images in the minds of consumers about company and product. Associations with those already famous gain them mileage.
Some others prefer sponsoring tournaments, domestic or international, where the population reached will be large. However, for sports in which the home teams are ranked low, the public stay away, knowing that the laurels will be carried away elsewhere. As witnessed in the hockey World Cup, poor spectator attendance brings tepid returns that in turn, dampen further corporate inclinations.
From the commercial viewpoint, cricket is a now sure bet. In sharp contrast to the major hockey tournament, cricket’s Indian Premier League (IPL), a domestic club tournament opened on 12th March to packed stadiums. The IPL ushered in the hugely popular “franchisee culture” in cricket three years ago.
Business groups own franchisee cricket clubs, and are completely involved in building and managing teams composed of the best available talents around the world. These are auctioned to the highest bidding clubs owners. The teams formed then compete for the top honours of the T20 league championships held over about 45 days.
It is money well invested, as the IPL has proved a major corporate money-spinner. In fact, a few more clubs are planned. With the huge profits being made, cricket stadiums around the country are being refurbished with state-of-the-art facilities. The corporate franchisees spare no expenses to scout talent. They also acquire training infrastructure, expert Coaches and support staff to develop them into fiercely competitive teams.
The new cricket culture has seamlessly blended glamour with quality sports for complete entertainment. Cheerleaders dancing to the crowds have become an integral part of the show generating massive spectator response.
This domestic league attracts top-quality players from top cricket playing countries. It has raised the bar in cricket standards. India is on the map as a formidable force in all forms of the game. Corporate involvement has played no mean role in this achievement.
It is perhaps premature to envisage a similar plan for hockey at present. Indian hockey players need to be at the top of their game first, for a hockey league to achieve the same brand of success. But it could be the goal to work towards.
Scientific hockey is here to stay and India’s traditional hockey needs to catch up to compete. There is no dearth of potential in this country – only the structurededicated to hone homegrown talent into brilliance is missing at the moment.
Perhaps Indian corporate bodies should consider greater involvement with sports other than cricket, now in the doldrums due to the lack of support. There may be longer-term value in reviving the dying culture from the grassroots. Economic support to create a strong organizational system may prove a longer lasting solution to business sustainability within the country.
Despite being dethroned from hockey supremacy by India so many decades ago, European nations had not stopped their systemic nurturing of sports talents. Undaunted by failure, these organizations continued experimenting and evolving with time and technology. Today, they reap rich rewards for their perseverance. It is definitely something to learn from.
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