Business expert explains why Jiffy's radical proposal to cut Welsh regions makes sense
Professor Dylan Jones-Evans is leading enterprise academic and founder of the Wales Fast Growth 50th initiative, which has ranked the fastest-growing firms in Wales annually since 1999. Two years ago the project was expanded UK-wide. Pwllheli-born Prof Jones-Evans also chaired a review panel set up by the Welsh Government which led to the establishment of the Development Bank of Wales.
Here, in a column published on Business Live, he gives an expert opinion on Jonathan 'Jiffy' Davies' recent calls for major changes to Welsh rugby. Davies shared his views on why Wales needs to cut the number of regions from four to three or two, insisting too many players currently playing regional rugby are not actually good enough to be professional. It all comes at a time when the Dragons, Ospreys, Cardiff and Scarlets are struggling for success amid vastly reduced budgets. You can read Jiffy's views in full here.
Dylan Jones-Evans' column is below.
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As the great Cliff Morgan once said: “In Wales, every man, woman, and child is a selector” and as a result, it’s always controversial to discuss Welsh rugby, particularly during what many believe to be a genuine crisis.
In an excellent article on WalesOnline last week, one of Wales’ most respected former players, Jonathan Davies, called for a major reform of the game to ensure its survival and future success.
His perspective carries weight not only because of his incredible career in the sport but also due to his historical foresight.
After Wales’ disastrous 1988 tour of New Zealand, he warned the Welsh Rugby Union (WRU) that neglecting the development of grassroots rugby would lead to years of mediocrity.
Fast forward to 2025 and his call for reform is as relevant as ever.
More importantly, given the professionalisation of rugby and the complexity of running a national governing body, it’s worth examining his proposals from a strategic and business perspective.
The first suggestion from Jonathan is probably the most contentious - namely to reduce the number of professional teams, arguing that talent is spread too thin across four regions.
From a business point of view, this is a classic case of resource optimisation and consolidating into fewer, stronger teams allows for better allocation of resources, fostering excellence and creating a competitive edge.
In high-performing organisations, focusing on core strengths rather than trying to do everything ensures a sustainable and impactful future.
Reducing regions is a controversial proposal given the strong loyalties in Wales, but concentrating talent and resources would not only improve the competitiveness of Welsh rugby but also create teams capable of achieving consistent success in European competitions, boosting fan engagement and financial stability.
He notes that the decline of grassroots rugby and the once vibrant Welsh Premiership (now replaced Super Rygbi Cymru as the competition below the pro game ) has left the player pipeline severely weakened and calls for a reinvestment in these pathways to rebuild the foundations of the game.
This mirrors a principle central to organisational success, namely investing in talent development as successful organisations nurture future leaders through structured training, mentorship, and clear career progression.
For Welsh rugby, a strong player development system ensures a steady flow of skilled individuals ready to step into regional and national roles.
Strengthening the Super Rygbi Cymru and grassroots rugby would not only elevate the quality of players but also rekindle community engagement, a vital ingredient for long-term sustainability.
Jonathan also emphasised the need for a world class director of rugby to oversee systemic reform aligning with the principle that strong leadership is critical during periods of transformation.
Just as businesses bring in experienced executives to spearhead change initiatives, the WRU needs a leader with the vision, expertise, and authority to implement long-term strategies.
Such a figure would be instrumental in unifying stakeholders, identifying structural weaknesses, driving reforms, and rallying people behind a common goal, something that Welsh rugby desperately needs.
One of Jonathan’s sharpest criticisms of the WRU is its lack of transparency, arguing that it needs to clearly articulate its vision and plans, not only to fans and players but also to potential sponsors.
Transparency is essential in any organisation with a need to foster trust and engagement while holding leaders accountable for results and organisations that communicate their strategies effectively are more likely to attract investment and retain stakeholder confidence.
Such transparency would show fans, clubs, and regions that their concerns are being addressed and that there is a credible roadmap for the future. It could also unlock new funding opportunities by demonstrating how investments will deliver measurable benefits for the game.
The assumption that all players must be full-time professionals is also challenged, suggesting that some could remain semi-professional to ensure resources are focused on top-tier talent. This reflects a principle that businesses often embrace namely balancing core competencies with cost-effective solutions.
Just as organisations outsource certain roles or functions to maintain focus on strategic priorities, Welsh rugby could adopt a hybrid model where semi-professionalism is a stepping stone for players developing their skills, ensuring that financial resources are directed toward areas that drive the greatest impact, such as retaining top players and improving infrastructure.
Finally, he highlights the fragmentation among clubs, regions, and the WRU as the main barrier to progress, advocating for a unified vision that aligns all levels of Welsh rugby. Breaking down silos is a hallmark of high-performing organisations and for Welsh rugby, unifying clubs, regions, and fans behind a shared goal would eliminate inefficiencies, pool resources, and create a more cohesive system.
Of course, this is just one view on the future of Welsh rugby and having read comments on social media over the past 12 months, I am sure there will be many more.
As someone who has followed Welsh rugby for over 40 years and remain a season ticket holder at Cardiff Rugby as well as vice-president of my home club Pwllheli RFC, I understand the passion and emotion that surround the game.
It’s a sport deeply ingrained in the cultural fabric of Wales, and decisions about its future will always be contentious.
However, one thing is clear - namely that the current model is unsustainable and that change must happen.
Indeed, I received a message from a former British Lion earlier this week saying that many former players and coaches are of the same opinion and given this, the WRU must take a strategic approach to assessing all proposals, not only from the perspective of rugby tradition, but also through the lens of governance, financial sustainability, and long-term impact.
Welsh rugby is at a crossroads and by embracing change and adopting business best practice, the sport has the potential to rebuild and ensure its legacy.
However, this will need the WRU to act decisively and develop a strategy for a more sustainable future for rugby in Wales.
If it does not, then as Jonathan Davies warns, it could be in decline for a generation.
