Why I’m sick of seeing people make the business case for women’s football
A guest post by Hayley Bennett
I'm excited to share a brilliant guest post from the great Hayley Bennett!
If you've been here a while, you’ve probably heard me rave about her work at HTVB Consulting. I had the privilege of working with Hayley on her brand strategy, seeing firsthand the thought, care, and passion she puts into everything she does. I also continuously learn from her expertise in EDI—both in and beyond sport—and the content she shares on her platforms (links below).
All that to say—you’re in for a great read. Enjoy!
As a consultant working in sport and business, I'm tired of the constant need to prove the business case for women's football and EDI. Whilst these are two distinct but interconnected topics, I see both being caught up in this constant loop of having to justify why they matter from a financial perspective.
This is not an attack on the well intentioned and brilliant people working hard to provide us with data to inform our work, but I wanted to share some important considerations that can hopefully prevent us from causing more harm than good.
Beyond the importance of money
Don't get me wrong, the ‘business case’ is important. But it's not the only reason to advance women’s football or EDI. EDI and women's sport are both about justice, equity, and creating a more inclusive world. It's about recognising past wrongs and taking steps to make things right. There was no business case when the barriers and inequality that have led to our current world were created, but it was done anyway! ☕️
That aside, focusing solely on financial gains can lead to several negative consequences, as we have seen in the men's game. The men's game has faced numerous challenges, including match-fixing, doping scandals and financial mismanagement to name a few.
When money becomes the primary driver, there is increased risk of exploiting players, particularly those from marginalised backgrounds. By focusing on social impact, we can help create a more sustainable ecosystem for women's football. By investing in grassroots development, supporting local communities and promoting inclusion, we can ensure that the sport continues to thrive sustainably in the long term.
The business case has been ineffective
Focusing solely on a business case can lead to a short-sighted approach, prioritising quick wins and financial gains over long-term, sustainable impact. This can result in a "tick-box" mentality, where companies simply implement superficial measures to meet KPIs and targets. Reducing individuals to KPIs and numbers can further perpetuate inequitable practices and thinking, as it ignores the complex and nuanced experiences of people and does not centre their humanity.
Despite the progress that has been made in recent years, many people still feel that EDI work has not created the level of change they would like to see. While the business case for EDI has become increasingly compelling, it has not been sufficient to drive real, systemic change in society.
The business case can unfortunately not work to overcome widespread resistance to change in many organisations and institutions whose values and purpose do not align with those required for women’s football or EDI. There is often resistance to change from within, particularly from those who benefit from existing power structures who benefit from the current state of play. From experience, their power is more important to their pocket!
The ‘charity’ dynamic
At the same time that a business case is being promoted, people are still seeing women’s football like charity work. I see this mirrored over decades of work in EDI, which used to sit in CSR departments or just to appear like organisations were ‘doing their bit’. This approach is problematic for women’s football for several reasons. Firstly, it reinforces a hierarchical power dynamic. It can suggest that these groups are incapable of succeeding on their own and rely on external support. This is not only inaccurate but also damaging as it can perpetuate harmful stereotypes and create a sense of entitlement among those in power.
Secondly, when we view this work as merely acts of kindness or philanthropy, it overlooks the fact that they should be essential components of a just and equitable society. It can lead to a lack of sustained commitment and investment which is required to achieve this equity and justice I talk about.
Most importantly to me, it can create a sense of obligation among marginalised groups to be grateful for the support they receive. This can be harmful and disempowering, as it implies that these groups are dependent on the generosity of others.
In summary…
So while the business case for women’s football is important, I worry that it is not enough on its own to drive real, systemic change. To achieve lasting progress, the industry must be committed to addressing the underlying issues that perpetuate inequality, make space for power structures to be dismantled and take bold, innovative steps to create a future-proof game.
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