KUALA LUMPUR, May 11 — If financial woes, declining fan interest, the dominance of a single team and the threat of club withdrawals are seen as symptoms, then the real problem plaguing the Malaysian League (M-League) stems from a much deeper root.
It must be seen as a matter closely tied to a lax governance structure and a management system struggling to evolve in line with the demands of modern professional football, ultimately preventing the league from progressing towards greater sustainability and competitiveness.
The storms affecting traditional clubs one after another are not merely budget issues or low stadium attendance, but manifestations of a system plagued by weaknesses in licensing, transparency in management and an unclear development vision.
While club management is often blamed for failing to run teams prudently, a deeper question must be asked: What role have the league organisers and authorities played in regulating and driving real progress in the M-League?
In this second part of a special report, Bernama examines the systemic issues affecting the M-League, including governance structures, the privatisation and licensing process, the absence of a structured grassroots development plan, and the imbalance in club management that continues to hinder the league’s advancement.
Privatisation and licensing: Between policy and reality
Many in the industry believe that the M-League’s current state largely stems from weaknesses in the implementation of privatisation and the licensing system.
Senior Lecturer in Sports and Recreation at the Faculty of Education, Universiti Kebangsaan Malaysia (UKM), Assoc Prof Dr Mohamad Nizam Nazarudin, said the privatisation process carried out over recent years was not built on a foundation of financial sustainability and strong corporate governance.
He said one of the main issues is a licensing process that focuses too heavily on meeting paperwork requirements rather than assessing clubs’ actual financial strength, operations, and strategy.
He added that the lack of a firm monitoring and periodic auditing system has led to clubs receiving licenses at the start of the season but facing financial issues midway through.
“Another issue is the unclear business model of clubs. Many still rely on state government funding or ‘influential individuals’, instead of sustainable revenue generation through commercial ventures, broadcasting rights or academies.
“As a result, some teams withdraw or fail to meet financial commitments. This is not just a club failure but a structural weakness in the league itself, which lacks strong support systems or crisis management frameworks,” he told Bernama.
Sharing a similar view, local football analyst Datuk Dr Pekan Ramli said licences should be issued based on the actual capacity of clubs in terms of finances, governance structure and development plans.
“But what we’re seeing now, it seems like a mere formality,” he said.
Pekan proposed that mandatory annual independent audits be imposed on all teams and that audit results be made public to improve transparency and stakeholder confidence.
Lack of long-term development plan
Despite efforts to produce more quality players, the domestic league still lacks a structured grassroots development plan. In fact, the Malaysia Football League (MFL) Cup competition will be scrapped next season due to the high costs involved for clubs in the under-23 level competition.
Most M-League clubs also do not have long-term youth development plans, with only a few such as Johor Darul Ta’zim (JDT), Selangor FC and Terengganu FC consistently managing youth teams comprehensively.
Youth development programmes like the President’s Cup and Youth Cup under the Football Association of Malaysia (FAM) are still not competitive enough, and partnerships between clubs and schools or local academies remain very limited.
“Honestly, most clubs are weak in having truly strategic and long-term youth development plans… Most teams do not systematically integrate young players into the first team. The Reserve League or President’s Cup are not competitive enough and lacks attention in terms of facilities and coaching.
“In addition, there are few incentives for clubs that develop young players. There are no clear competitive rewards for clubs that produce national players or transfer them abroad,” said Mohamad Nizam.
The former Head of Sports Science and Performance Analyst of Sabah FC from 2021 to 2023 said a solid development system should be based on a licensing and grassroots development model like that in Japan, the implementation of young player quotas such as ‘homegrown’ regulations in the first eleven, and dedicated funds for academies and youth coaches.
Weak corporate structure of clubs
Most clubs in Malaysia are still run like “old-school state football associations” even though they are supposed to operate as modern, competitive professional corporate entities.
Only a few clubs, such as JDT, Selangor and Terengganu, have modern administrative structures with solid marketing, communications, and finance departments. Meanwhile, most other teams still rely on a main sponsor without a long-term sustainability strategy.
The culture of relying solely on sponsors makes clubs vulnerable if sponsors pull out mid-season, as seen in several teams in previous seasons.
Additionally, the lack of fan data is not just a communication issue — it also affects clubs’ ability to generate alternative income such as season ticket sales, official merchandise and targeted sponsorships.
Former FAM Executive Committee Member Christopher Raj also questioned the attitude of some clubs that expect fans to show up at stadiums but fail to prioritise fan interaction and engagement.
“Each club must do their own fan engagement. Each club must know who their fans [are]. Each club must know the database of their fans. If clubs don’t have a database, don’t know where fans are coming from, which district — they won’t know how to engage with fans,” he said.
Fan data is a crucial element in the modern club model as practised in Japan, South Korea and Europe, where fans are the heartbeat of marketing strategies.
Match scheduling and refereeing quality: Another major issue
Another common complaint is the alleged biased match scheduling and the questionable standard of refereeing.
This not only affects on-field competition levels, but also raises suspicions among fans who are already sceptical about the league organiser's transparency.
Veteran coach Irfan Bakti Abu Salim said some teams have suffered due to excessively long gaps between matches, disrupting player momentum.
“It’s like teams are going through pre-season four times in a single season,” said the 74-year-old former National Football Awards 2011 Best Coach.
Refereeing standards continue to be a thorn in the side, with basic errors repeatedly occurring, such as confusing offside decisions, inconsistency in issuing cards or penalties, and delays in making critical decisions.
Although the Super League has adopted the Video Assistant Referee (VAR) system, its implementation remains questionable, with several controversial incidents still occurring even after reviews, raising doubts about the accuracy and consistency of the technology’s use.
“We must admit, if this continues and isn’t addressed, it will only get harder,” Irfan Bakti added.
The future: a complete reset is needed
True reform in the M-League requires more than cosmetic changes.
Without a concrete action plan and strong political and professional will, the M-League may remain a high-profile league on paper but empty in terms of real value.
“This requires a comprehensive paradigm shift—not just a league revamp but a change in the culture of professional sports management,” said Mohammad Nizam.
As long as these foundational weaknesses are not addressed holistically, the crisis may continue to repeat itself. However, the opportunity for change is always there — if all parties are willing to come to the table and courageously make changes to prevent the M-League from becoming a building without a strong foundation.
— Bernama
