Consultation Must Begin Before the Announcement

A major proposal is announced. The presentation is polished, the projected benefits are substantial and the senior leader describes the decision as bold. People who carry formal responsibility, professional knowledge or direct exposure to the consequences learn about it at almost the same time as the public.

Meetings follow. Stakeholders are invited to comment, but the preferred direction has already acquired a price, a timetable and an institutional narrative. Those who ask for alternatives are described as resistant. Those who request the underlying information are accused of lacking trust.

The organisation may be holding conversations. It is not yet practising consultation.

Consultation begins before the announcement, while information can still alter judgement, alternatives remain genuinely open and the people entitled to advise, recommend, approve or decide can exercise their roles. Everything later may be explanation, negotiation, damage control or review. Those processes can be necessary, but they should not be given a name they have not earned.

On 11 August 2026, the Guardian reported that UEFA, Concacaf and the Asian Football Confederation were developing a proposed alternative framework for the governance of world football. The report followed a dispute over FIFA's proposal to establish FIFA Forward Enterprise and involve private capital in commercial rights associated with its competitions.

The Asian Football Confederation had already stated on 29 July that it was not consulted before the…