Column: Buying a professional football team? Ten lessons learned: #6 - What if the new management team don't have any fresh ideas and fail to bring people together?

11 August 2020

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How do you make sure that everyone involved buys into the new strategy and understands his/her role therein? This is a challenge in any industry - but a few crucial things make it different in football.

Alexander Janssen was involved on the ownership side of two clubs, one in Belgium and the other in Spain, where he learned that the football industry is not only extremely competitive but very, very different to the environment that he used to work in.

As a successful consultant with deep knowledge of turnarounds, he inexplicably experienced a sudden disregard of the discipline and long-term mindset that normally characterised his every move.

Janssen has written ten columns about the insights he gained from being involved with those two clubs. This is the sixth.

Alexander Janssen, Sports Investor

This post elaborates on lesson #6: LEAD MERGE BETWEEN CULTURES

New leadership. When bringing in a new leadership team, you merge people, personalities, and cultures. Many acquirers say that achieving cultural fit is the highest priority. After all, businesses are made effective by having employees aligned, engaged, and committed to a common purpose. Cultural incompatibility can cause business disruption, cost escalation and reduced efficiency. In this column, we zoom in on the club's support staff and management.

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