C FOR CONTROL
“When you talk about the Board of Control for Cricket in India, the most important thing is to understand that the keyword is not cricket, it is control. BCCI exists not for the players, not for the sport, it exists for itself,” says a senior board official. “It is an edifice built on power, arrogance, money, and the insecurity that comes with the fear of losing all of those things.”
Now a corporate colossus with an annual surplus of Rs 385 crore and total assets worth Rs 3,308 crore, BCCI is a study in contrast. On the one hand, it runs a modern sport with all the paraphernalia that comes with it— superstar players, TV rights, sponsorships, merchandise, media attention, logos and a gigantic fan base. On the other hand, it follows a medieval governance model of honorary members, elected from a two- tier system in which they are voted in by state associations, without any professional managers.
Unlike other sports bodies around the world, or any company, BCCI neither has a corporate structure nor follows the laws of corporate governance. “It is a crony- capitalistic monarchy being run in the garb of a democracy. A oneman show where the king is felled by a usurper every few years, but the system doesn’t change,” says a player agent who has been dealing with the board for more than a decade.
Until as recently as 2006, the board functioned from the house of whoever