2. What are the key challenges?
It is turbulent
Results-oriented
Short-term
Short term
Deciding what constitutes success
Managing highly involved stakeholders
Talent Management
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3. More than half the managers in football change
g g
jobs every season
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4. Not a job for the faint hearted (Brian Laws)
faint-hearted
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5. And it isn t just in football
isn’t
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6. What can we learn about the reasons why this
y
happens…
What are the particular challenges of sport?
How do we measure success?
What influences success?
How do these lessons apply to business more
broadly?
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7. The Challenges of Leadership in Sport
The ultimate results business
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8. Points mean Prizes!
Every p
y place in the Premiership league tables means
p g
an extra £0.5million.
Average revenue for Champions League
Q lifi i £30 illi
Qualification £30million.
Promotion from Championship to Premiership is
worth over £30million.
£30million
The play-off final from English Championship to
p
premiership (
p (levels 2 to 1) is the most financially
) y
significant football match in the world.
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9. Challenges
The ultimate results-based business.
High pressure.
High profile.
Short timescales for delivery.
Disparate and demanding stakeholders.
Performance depends on getting best from a team of
talented individuals.
individuals
Team has different specialisms (goalkeeping, defence,
midfield, strikers; bowlers, batsmen, wicketkeepers and so
on).
on)
Specialists must work well together to deliver results.
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10. From hero to zero in next to no time …
New Era for England
McClaren’s first press
conference 11th August
2006
The “Wally with the brolly” sacked
22nd N
d November 2007
b
“I’ll fight on” vows McClaren after
draw against Macedonia and loss to
g
Croatia threatens Euro 2008
qualification October 2006
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11. … and back again
McClaren leads Dutch FC Twente to first
league title since 1926 in May 2010.
McClaren moves to Bundesliga 2009
g
champions Wolfsburg May 2010 on £2.5
million per annum deal.
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12. So is he a good or bad manager?
This depends on a number of issues to do with our
measurement of success.
Timescale
What measure is used
Whether we mitigate this by availability/quality of
resources
Whether this is distorted by the p
y perception of
p
different stakeholders (eg: fans, media)
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13. What is success?
27 managers have achieved a win percentage of
over 50 % since 1992
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14. Top Win percentages over total tenure (1/10/2009)
Manager Club Games Wins % Wins
Jose Mourinho Chelsea 185 124 67.03
Steve Bruce Sunderland 9 6 66
Kevin Keegan Fulham 61 38 62.3
Steve Bruce Crystal Palace 18 11 61
Eddie Howe Bournemouth 35 21 60
Paul Ince MK Dons 33 55 60
Alex Ferguson Manchester United 1286 754 58.63
Rafael Benitez Liverpool 304 175 57.57
Arsene Wenger
g Arsenal 745 428 57.45
Steve Thompson Southend United 14 8 57.14
Luis Felipe Scolari Chelsea 36 20 56
Peter Taylor Brighton 38 21 55.26
Kevin Keegan
g Newcastle United 251 138 54.98
Peter Taylor Gillingham 62 34 54.84
Ossie Ardiles WBA 55 30 54.55
Martin Allen MK Dons 55 28 54.35
Claudio Ranieri
Cl di R i i Chelsea
Ch l 199 107 53.77
53 77
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15. Top Win percentages over total tenure
Manager Club Games Wins % Wins
Jose Mourinho Chelsea 185 124 67.03
Steve Bruce Sunderland 9 6 66
Kevin Keegan Fulham 61 38 62.3
Steve Bruce Crystal Palace 18 11 61
Eddie Howe Bournemouth 35 21 60
Paul Ince MK Dons 33 55 60
Alex Ferguson Manchester United 1286 754 58.63
Rafael Benitez Liverpool 304 175 57.57
Arsene Wenger
g Arsenal 745 428 57.45
Steve Thompson Southend United 14 8 57.14
Luis Felipe Scolari Chelsea 36 20 56
Peter Taylor Brighton 38 21 55.26
Kevin Keegan
g Newcastle United 251 138 54.98
Peter Taylor Gillingham 62 34 54.84
Ossie Ardiles WBA 55 30 54.55
Martin Allen MK Dons 55 28 54.35
Claudio Ranieri
Cl di R i i Chelsea
Ch l 199 107 53.77
53 77
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16. Rising Stars: Managed under 100 games
Manager Club Number of Games Number of wins Win %
Mark Robins Barnsley 6 3 50
Eddie Howe Bournemouth 35 21 60
Steve Coppell Brentford (01/02) 54 27 50
Peter Taylor Brighton 38 21 55.26
Mervyn Day Carlisle 62 32 51.6
Luis Felipe Scolari Chelsea 36 20 56
Steve Bruce Crystal Palace 18 11 61
Kevin Keegan Fulham 61 38 62.3
Peter Taylor Gillingham 62 34 54.84
Martin Allen Leicester City 4 2 50
Martin Allen MK Dons 55 28 54.35
Paul Ince MK Dons 33 55 60
Barry Fry Southend United 30 15 50
Steve Thompson Southend United 14 8 57.14
Steve Bruce Sunderland 9 6 66.00
Ossie Ardiles WBA 55 30 54.55
Ray Matthias Wigan 62 32 51.61
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17. Top Win Percentage in one season
2004-05 Chelsea Jose Mourinho 76.32
2005-06 Chelsea Jose Mourinho 76.32
1999-00 Manchester Utd Alex Ferguson 73.68
2006-07 Manchester Utd Alex Ferguson 73.68
2007-08 Manchester Utd Alex Ferguson 71.05
2001-02 Arsenal Arsene Wenger 68.42
2003-04 Arsenal Arsene Wenger 68.42
1998 99
1998-99 Fulham Kevin Keegan 67.39
67 39
2001-02 Manchester C Kevin Keegan 67.39
2001-02 Plymouth Paul Sturrock 67.39
1998-99 Sunderland Peter Reid 67.39
2005-06 Reading Steve Coppell 67.39
2002-03 Manchester Utd Alex Ferguson 65.79
2005-06 Manchester Utd Alex Ferguson 65.79
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18. Top Win % per season excluding Top Four Clubs
p p g p
Season Club Name % Wins
1998-99 Fulham Kevin Keegan 67.39
2001 02
2001-02 Manchester City Kevin Keegan 67.39
67 39
2001-02 Plymouth Paul Sturrock 67.39
1998-99 Sunderland Peter Reid 67.39
2005-06 Reading Steve Coppell 67.39
2000-01
2000 01 Fulham Jean Tigana 65.22
65 22
2001-02 Luton Joe Kinnear 65.22
2007-08 Leeds Dennis Wise 64.29
1994-95 Blackburn Kenny Dalglish 64.29
1994-95
1994 95 Carlisle Mick Wadsworth 64.29
64 29
1995-96 Newcastle Kevin Keegan 63.16
2002-03 Portsmouth Harry Redknapp 63.04
1992-93 Newcastle Kevin Keegan 63.04
2004-05
2004 05 Sunderland
S d l d Mick McCarthy
Mi k M C th 63.04
63 04
2004-05 Luton Mike Newell 63.04
2002-03 Wigan Paul Jewell 63.04
1996-97 Bolton Colin Todd 60.87
2008-09
2008 09 Peterborough
P t b h Darren F
D Ferguson 60.87
60 87
1997-98 Nottingham Fst Dave Bassett 60.87
1999-00 Preston David Moyes 60.87
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19. Unsung heroes who have outperformed wage rank
Number of League places (1-92) above
wage rank (1-92)
Rank Manager 03/04 04/05 05/06 06/07 07/08 Average
1 Tony Pulis 5 6 6 7 10 6.6
2 Steve McClaren 7 5 - - - 6
3 Sam Allardyce 10 10 6 9 -7 5.6
4 Brian Laws - - - 8 3 5.5
5 Billy Davies - 11 10 1 -1 5.3
6 Paul Jewell 7 8 7 -1 - 5.3
7 Bobby Williamson - 5 5 - - 5
8 Ian Holloway 6 6 -5 0 13 4
9 Neil Warnock 3 4 3 1 8 3.8
10 Paul Sturrock 4.5 - -1 0 10 3.4
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21. Highly involved stakeholders
Very politicised
May be judged on short-term measures
May be measure on “perceived” not actual success
perceived
May become scapegoat for others
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22. Scapegoating or “The Blame Game”
The Game
Bibeault (1982) says that sometimes change of
leader in necessary because:
“to succeed, a turnaround must begin by destroying
, g y y g
[the] atmosphere of hopelessness and discarding the
world view that led to it. Since both are embodied in
the organization’s people, especially its top
management, the top management as a group must
be replaced ”
replaced.”
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23. The Blame Game
Involves ritual sacrificing of someone, usually the
coach, for poor performance
BUT
Is this a downturn or blip
Is “cycling” likely to help performance?
cycling
Would changing the coach change the “atmosphere
of hopelessness”
p
Will it make a difference?
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24. Impact of Changing Leaders
“Conventional wisdom holds that changing leaders will
g g
improve organizational performance. In contrast, it has either
been argued that, because of its disruptiveness, succession
will have a negative impact on organizational effectiveness
effectiveness,
or that succession has no causal impact and is better viewed
as ritual scapegoating.” Brown 1980
“laying of blame on an individual level, can be interpreted as
a mechanism designed to hide the flaws in the social
structure and to distract public opinion.” Bonazzi 1983
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26. Actual Performance over time
George Graham Average Points per game = 1.75
Bruce Rioch Average Points per game = 1.79
Arsène Wenger Average points per game = 1 97
1.97
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28. Leadership
There are two main schools of leadership theory:
Individualistic
Contextual
Individualistic schools (trait, contingency,
transformational) believe in the power of the leader
to change an organisation
Contextual schools argue that other factors such as
availability of resources, structure etc. determine
success.
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30. are
are…
Passion
Resilience
Will to win
Ability to manager up, down and sidewards
Ability to spot and develop talent
Ability to manage talented and “mercurial”
characters
Charisma
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31. Talent Management
Knitting together specialists
Attracting, motivating and retaining talent
Deciding when to let them go
Managing “mercurial” characters
Getting them to perform consistently on “match
match-
day”
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33. More details of the football analysis available in…
in
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34. Warwick Business School
Building on 40 years of innovation, diversity and success
Dates for
D t f your di
diary
Forum
hosted by Arup
Firefighting - people before fires
wbs.ac.uk/alumni/events
Des Pritchard, 13 July, 6.45pm,
Chief Fire Officer, East Sussex
Academic Update: 19 June 2010
Service Transformation
Warwick Business School wbs.ac.uk/alumni/events
34
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