Thread by @DrNaumanNiaz

1/15 Pakistan lost to England 3-0 in the ODIs & 2-1 in the T20 Is. I must re emphasise we lost in the ODIs to England & not to their B or C team. England without their star cast and having players ranked 16 to 36 in their framework trounced Pakistan showing their core strength.

2/15 One wonders the standard of our product when compared to the top four teams Eng, Aus, Ind & NZ. Babar, Hassan, Rizwan & Shaheen I believe are relevant to modern day cricket. Babar in T 20 Internationals may need slight tweaking, still he is one of the best in the world

3/15 Was it only about skill of England ‘s second line players. They seemed well acclimatized & belonged to the brand of cricket they played. Attitude, self belief & execution of strategic & tactical plans supplemented by the required mental & physical fitness were conspicuous.

4/15 England’s second line cricketers seemed adjusted to international cricket testify the strength of their systems (white ball), the robustness of their pathways besides their clinical development. It also delineates the impenetrability of their management & the ECB.

5/15 Merit in systems which are impenetrable itself overrides nepotism. It’s about emergency reactions, short, middle & long term well chalked out programmes, the vision, forecasting & rationalization of the requirements & scrupulous implementation. Where do we lack? Everywhere!

6/15 Instead of criticizing the team management or the players PCB needs to first identify the core issues. Upping the skill, finding the right combination, introducing merited selections, overhauling the team management or shuffling the players won’t redress the issues.

7/15 Crop of players barring a few learn while on job is our dilemma. The crevices between our Domestic & international cricket are too deep when these cricketers are picked to play at that level. Structural deformities & lack of qualified HR are the real predicaments

8/15 First PCB & the management should concede to the fact that the contemporary Pakistan can’t compete with top four teams other than flashes in the pan or sporadic brilliance or overcoming their lacking in more suited environment such as UAE, home etc.

9/15 PCB shall require to take some stringent long term decisions instead of the usual knee jerk reactions & investing in cosmetology such as broadcasting, & business adventures focusing on the financial returns. Investment in product development & infrastructure is essential

10/15 Club, City, Grade II & F/C has to be reconditioned & any model in place has to ensure there is an influx of players coming in. Pyramid’s base has to be broad & strong & should thin out from quantitative provision of resource to qualitative pickings for senior cricket.

11/15 Pathways with auxiliary support at all levels have to be ensured. At a junior level sifting between recreational & professional players has to be done. Train the trainer programs including all coaches, trainers, rehabilitationists, nutritionists & doctors have to be ensured

12/15 Talent pool has to be identified without catering for collateral forces & other such impacts. Modern demands need to be catered for from tier groups so the players are adequately equipped by the time they represent Pakistan. On job learning has to be stop.

13/15 Pragmatic approach shall provide the resolve. Regions need to be decentralized having sponsors & to be self sufficient. Corporate communication should become the nerve root. It shall take 3 to 4 years with cut for role auxiliary staff to have a well equipped produce.

14/15 Mentality of the players has to change. They need to be self reliant & selfless operating as integral parts of the team based on collective execution. That shall require skill, mentality & approach enhancement, also having confidence of being supported by the system.

15/15 if the stakeholders start today setting the sails in the right direction we should also avoid the hysterical responses & shouldn’t criticize. We shall have to be patient only if we see a paradigm shift from the culture of mediocrity & status quo to one of progression.