Sir Jim taking over football operations, putting quality football people in decision making positions, and developing a clear long term plan of strategic intent, would be the single most exciting and necessary thing this club has done in the modern era. You start by hiring an experienced CEO who understands both sides of the operation. You then separate the commercial from the football, in terms of day to day functionality, and appoint best in class people on both sides. On the football side:
1. Define a football structure e.g. Director of Football, Director of recruitment, technical director, Head of Data Analysis (already in place), Head Coach, etc.
2. Define decision making authority e.g. DoF has final say on head coach hiring. Recruitment is decided by equal inputs from DoF, Recruitment director and Head Coach, final word from DoF. This assigns accountability for each decision making tree.
3. Appoint best in class experts to each position, agreeing to the clear structure.
4. Develop a general tactical approach to inform the basic fundamentals of all your hiring and recruitment decisions. Head coaches must be hired according to a coherent and consistent strategy, and recruitment will therefore work seamlessly even if the head coach changes. E.g. Are we an attacking and pressing team? That’s a very different profile of player to playing a low block counter attacking approach. Which is why alternating between Managers like LVG and Mourinho is so stupid, because each requires completely different players. Coach transitions now become evolution not revolution. It also saves the club a lot of money.
5. Hire a new head coach, and start to build a conveyor belt of coaches by implementing coaching training throughout the ranks, to a defined style.
6. Identify a recruitment strategy not just around a consistent tactical approach, as mentioned above, but also to a profile of player in terms of age and career stage, etc. Player turnover should ultimately be low year on year. All available data suggests this is fundamental to success. Focus on signing a mix of young emerging talent, pre-prime/verge of stardom talent, and the odd prime player. Avoid expensive recruitment on any player over 28 year. So no Casemiro’s, Varane’s and Ronaldo’s. And generally avoid huge individual transfers that unbalance pay structures and budgets. They also concentrate risk too narrowly, whereby when a very expensive recruit fails, the impact is much more widely felt.
7. Integrate data heavily into decision making on recruitment and player performance, and take it all the way back to player development in the youth ranks.
8. Coach players from the youngest age groups, all the way through, in a style consistent with your dominant strategic master plan. So if we are to be an expansive attacking team with high pressing, then coach that methodology all the way through the ranks so we are developing players who have our playing style baked into their DNA. This is essentially what Barca do with La Masia. You also go further and coach your coaches, so you develop an internal conveyor belt of coaching talent, taking older players who have been at the club a while and having them do coaching course and hands on coaching in our system, during their twilight playing days.
The system should ultimately function the same no matter who is head coach. The success of the coach comes down to their man management, leadership skills, and their tactical sophistication and innovation.
We had a genius manager for three decades, who did it all. He’s the exception, not the rule. Coaches should be coaching, nothing more. We get their input on players, but not much else. Everyone in the structure is accountable for some part of the machine, and the coach is responsible for results and entertainment on the field. But for it to work you need football people throughout the structure, and you have to commit to an initial approach and philosophy. One that should be highly resistant to change, and evolve over time. We should NEVER be pressing the reset button like we basically do every time now we change manager.
A high pressing coach would never sign Maguire, because you can’t play a high line with him, but he’s ideal for a low block counter attacking coach. So he is essentially an 80m pound investment that can become a white elephant overnight if you radically change styles. From a basic investment risk mitigation standpoint, this is akin to shooting yourself in the foot.
It is unavoidable that you need to say from the very top that our philosophy is going to be towards hiring a specific profile of coach that plays football according to an inalienable common philosophy. For example, expansive attacking football with a high press, fast tempo and high work rate. Or Tiki-taka until we die. The importance is in the consistency of the approach. An approach that now dictates all your coach appointments and all your recruitment. So if for example we say, we are Manchester United, we play fast tempo, high press, attacking football, you don’t then hire Diego Simeone, even if he guides Atlético to the CL against all the odds, and your coach has just finished a disappointing 5th in the league, because it would require tearing up your blueprint. Signing Diego Simeoney players etc etc.
Any change to the master plan should be developed over time, with significant data analysis and strategic intent, and should be an evolution not a revolution. Revolution means something pretty fecking massive has gone wrong.
It’s the opposite of everything we do as a club, because Everything we do is knee jerk. I swear, running a football club isn’t complicated. Every club that is consistently successful runs the same sort of template. Brighton Hove and Albion have figured that out, and implemented it, and Manchester United can’t?