Indian football is once again stuck in a blame game, players blaming the federation, clubs blaming the system, and fans blaming everyone. But somewhere in between, we forget that football is not just about pointing fingers. It’s about responsibility, planning, and understanding the business side of the sport.

Let’s start with the players and their agents. Many Indian footballers are satisfied on draining out their contracts without any ambition to move abroad or even to different leagues in Asia. But that’s not entirely on them. Agents, who are supposed to guide their players towards growth, often fail to explore better opportunities. The golden rule of being a football agent is to always do what’s best for your client, not what’s easiest. If players aren’t playing, part of the blame lies with agents who aren’t looking beyond the ISL. It’s easy to complain, but real progress requires understanding the full picture.

Then there’s the All India Football Federation (AIFF). It’s easy to target them for poor finances or limited matches, but the reality is different. AIFF isn’t the BCCI, they don’t make thousands of crores from TV deals. The federation has to fund national teams, grassroots programs, and administrative work with very limited support. If ISL’s commercial partners fail to deliver, AIFF also suffers because they’re the face of Indian football but not the ones holding all the money. Expecting AIFF to bear all losses is unfair when the ecosystem around it is weak.

If players truly want more games, they should convince their clubs to organise friendlies and see the economics themselves. How much profit does one friendly bring? Usually none. Football clubs in India already struggle with operational costs, stadium rent, staff salaries, travel, and most run on losses. Football isn’t a profit-making machine; it’s an ideology that survives on passion and community support.

In 1992, English clubs came together to form the Premier League, which soon became a global brand, not just because of unity and long-term vision, but because they smartly controlled their broadcasting rights. The league struck independent TV deals and even offered free international viewership in the early years to attract audiences from Asia, America, and beyond. That early exposure helped the Premier League build a worldwide fanbase and commercial value that grew year after year.

India had its own version of that dream in 2014 when the Indian Super League (ISL) was launched. But instead of focusing on building a sustainable football ecosystem, it leaned more toward quick fame and flashy marketing. While the league did raise football’s profile in India, it failed to create a long-term model that connects deeply with fans or clubs. The result? A league that exists, but hasn’t yet grown into a true football product that can sustain itself globally.

Indian clubs must accept that they will have to bear operational costs if they want to be part of football’s growth story. The sport is not about instant returns; it’s about building something that lasts. From players to agents, from AIFF to clubs, everyone has to stop blaming and start building.