D
Deleted member 5849
Guest
And we still have the same issues ref: the running of the club we have had for a good while, ever since we were relegated from the top flight, in fact...
And at least the focus on the club stops it being a council v SISU effort, meaning criticism of the club can be abundently clear
The problem (and it's a problem we're not alone in suffering) with sport becoming business, is that there's little incentive for an owner to look for the long term improvment of a club as a club. What's more important is attempting to gain financial capital, increase turnover... make the club more saleable for profit.
So what happens, is clubs end up focussing on the first team playing staff ahead of everything else. Managers don't have an incentive to do anything else, as fans turn against them, and owners sack them as an easy target if and when results don't come.
The problem is, that ignore the infrastructure of the club, and you're at risk of needing a perfect storm. This happens on occasion (think Blackpool), but without the foundations in place, the club will soon revert to type. It's probably not coincidental that despite Norwich struggling to stay in the top flight whenever they get there, they were able to bounce back from relegation into our division, and have owners who rather than bail at the first sign of trouble, stuck to their philosophy.
We need...
A ground (sorry!)
An improved training ground (although it's not... bad)
Maintenance of a youth system
A defined path from youth to first team.
Improved scouting.
Imrpoved community relations.
None of this is free.
But in spending the money in those directions, the first team can sometimes get worse and worse before it gets better... and that costs even more money. So fans get annoyed, and owners react because what they want is results, so what they want is a return on investment.
So the cycle continues - the first team gets the emphasis, we get a focus on 'names' such as Sherwood, Cole etc. to try and boost a profile, and this takes money away from investment in the infrastructure.
A well-managed club starts from the very top. Anybody who's worked in somewhere strapped for cash will be able to relate to the fact that no matter how good you are, if resources are stretched, then the best member of staff struggles to perform as they're capable of.
Now... getting the infrastructure doesn't guarantee success, but it does go some way to smoothing out the bumps.
*That's* where our focus should be. Our owners need to commit to that with actions rather than words... and then the rest ought to become a lot easier, including the first team.
But who's prepared to take the time to see that come to fruition?
And at least the focus on the club stops it being a council v SISU effort, meaning criticism of the club can be abundently clear
The problem (and it's a problem we're not alone in suffering) with sport becoming business, is that there's little incentive for an owner to look for the long term improvment of a club as a club. What's more important is attempting to gain financial capital, increase turnover... make the club more saleable for profit.
So what happens, is clubs end up focussing on the first team playing staff ahead of everything else. Managers don't have an incentive to do anything else, as fans turn against them, and owners sack them as an easy target if and when results don't come.
The problem is, that ignore the infrastructure of the club, and you're at risk of needing a perfect storm. This happens on occasion (think Blackpool), but without the foundations in place, the club will soon revert to type. It's probably not coincidental that despite Norwich struggling to stay in the top flight whenever they get there, they were able to bounce back from relegation into our division, and have owners who rather than bail at the first sign of trouble, stuck to their philosophy.
We need...
A ground (sorry!)
An improved training ground (although it's not... bad)
Maintenance of a youth system
A defined path from youth to first team.
Improved scouting.
Imrpoved community relations.
None of this is free.
But in spending the money in those directions, the first team can sometimes get worse and worse before it gets better... and that costs even more money. So fans get annoyed, and owners react because what they want is results, so what they want is a return on investment.
So the cycle continues - the first team gets the emphasis, we get a focus on 'names' such as Sherwood, Cole etc. to try and boost a profile, and this takes money away from investment in the infrastructure.
A well-managed club starts from the very top. Anybody who's worked in somewhere strapped for cash will be able to relate to the fact that no matter how good you are, if resources are stretched, then the best member of staff struggles to perform as they're capable of.
Now... getting the infrastructure doesn't guarantee success, but it does go some way to smoothing out the bumps.
*That's* where our focus should be. Our owners need to commit to that with actions rather than words... and then the rest ought to become a lot easier, including the first team.
But who's prepared to take the time to see that come to fruition?
