SilverFox2
Well-Known Member
The answer is to have systems that manage or mitigate risk. In FIFA's case that would involve a single term presidency, with the President and executive set specific, measurable goals by an independent, non-executive body. Rotate the Presidency between the major regions. Also introduce far more transparency and better auditing of the money they do spend and the benefits that accrue from those projects.
Blatter spread the money around and turned a blind eye when that money disappeared into people's pockets, as long as that ensured he got votes when he needed them.
Incidentally I've met the last three Barclays CEO's and did some work with the current one when he was at Barclaycard. He struck me as a fundamentally decent guy who simply wouldn't set out to encourage a culture of fraud and deceit. But the Americans who ran Barclays Capital were a different breed altogether and anything was fair game as long as they hit their figures. Tom Kalaris, the guy who presented the PL trophy in 2012, was one of the worst of the lot supposedly. Once that sort of culture gets embedded in the business, it can be hard to root out.
I would like to think your solution would work PB but frankly the extra accountability in the form of FBI monitoring has simply not worked other than to bring legal action. The Banks do not even change CEO's who are apparently allowed to adopt the Blatter 'not me guv' reply to the fines and keep their job.
I agree it is difficult to bring about change, hence my pessimism regarding the hope for change at FIFA (or for that matter Uefa).