In organisational theory, there are several schools of thought concerning how successful organisations arise. A successful organisation should have the following, to fulfil its goals and add value:
- Strong top management (board/owner)
- Strong strategy, mission and goals (will to win/compete for top trophies)
- Financial health (high revenues/brand value/financial stability)
- Empowered employees (top manager/players/coaches)
- Healthy corporate culture (winning culture)
- Good products (a good team)
- Strong learning , growth, and innovation (youth development, new tactics, new facilities)
All successful firms have these, such as Apple, BP, Microsoft, Coca-Cola, etc.
It’s no different with a football club.
Let’s examine successful clubs in the world over the past decade, to see if all of the pieces fit as mentioned:
CATEGORY |
CHELSEA |
MAN CITY |
BAYERN |
REAL MADRID |
BARCA |
JUVENTUS |
Strong top management |
YES |
YES |
YES |
YES |
YES |
YES |
Strong strategy, mission and goals |
YES |
YES |
YES |
YES |
YES |
YES |
Financial health |
YES |
YES |
YES |
YES |
YES |
YES |
Empowered employees (good players/managers/coaches) |
YES |
YES |
YES |
YES |
YES |
YES |
Healthy corporate culture (winning culture) |
YES |
YES |
YES |
YES |
YES |
YES |
Good products (good team) |
YES |
YES |
YES |
YES |
YES |
YES |
Strong learning , growth, and innovation |
YES |
YES |
YES |
YES |
YES |
YES |
CATEGORY |
ARSENAL |
MAN UTD |
LIVERPOOL |
PSG |
TOTTENHAM |
ATLETICO MADRID |
Strong top management |
NO |
YES |
YES |
YES |
YES |
YES |
Strong strategy, mission and goals |
YES |
YES |
YES |
YES |
YES |
YES |
Financial health |
YES |
YES |
YES |
YES |
YES |
NO |
Empowered employees (good players/managers/coaches) |
YES |
YES |
YES |
YES |
YES |
YES |
Healthy corporate culture (winning culture) |
NO |
YES |
NO |
YES |
NO |
YES |
Good products (good team) |
YES |
NO |
NO |
NO |
YES |
YES |
Strong learning , growth, and innovation |
YES |
YES |
YES |
YES |
YES |
YES |
There is a strong correlation between the clubs that scored the most “yesses” and their successes over recent years.
They all have won leagues, cups, European trophies, and earn top revenues. The clubs with multiple “Nos” have won trophies, but have stumbled at key points to sustained success. Man Utd have been poor, comparative with the heights under Sir Alex Ferguson. Arsenal has won three FA Cups in four years, however have failed to win the Premier League despite being in strong positions to do so at points. Liverpool, whilst growing financially, has only won one trophy (League Cup) in a decade.
So is there a lesson to note here?
The lesson is pretty simple. It’s that all parts of an organisation must be well-aligned, so that success can result from all parts being strong. All areas of an organisation exist towards a common end. Marketing departments need to ascertain and meet consumer needs. Production departments need to make products that are sturdy, safe, and meet consumers’ needs. Facilities management departments ensure strong buildings, ventilation, heating and related points.
Though they all must adhere to the overall mission, and enable this via their unique capacities. The same is true of any football club, and in any era. Liverpool was successful in the 70s/80s, due to having these pieces fit. This included a strong ownership, a clear mission, top managers and players, and the ability to learn, grow, and build. As Souness left, and Dalglish became player/manager, Barnes, Molby, McMahon, and Beardsley emerged as senior players. Arsenal between 1998-2005 were the same, as Wenger’s new techniques plus support from then vice-Chairman David Dein were key elements in the club’s successes.
Another facet to the lesson is that clubs should continually reassess their results, to see if they are attaining synergy. Part of the contention at Arsenal is rooted on Wenger’s perceived poor tactics and management, as well as a lack of direction from the board. Ivan Gazidis, Arsenal’s CEO, had stated need for a “catalyst for change” to correct these perceived problems.
Manchester United did not effectively plan for life post-Sir Alex, and only now is on the verge of becoming a top team again under Mourinho. Clubs such as Everton and Tottenham are seeking to gain synergy, via new revenues, transfers, stadia, and managers. Clubs have failed, and sometimes spectacularly, when they have lost synergy. Leeds United is a classic instance, with Aston Villa enduring relegation through holistic mismanagement.
It’s to clubs’ interests then that they look continually at how they are structured, and how they are best geared to align themselves for success.
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