A Shift in Data Utilization
One of the most notable changes in football management over the past 33 years is the increasing reliance on data. Nowadays, the game is driven by information — not only in player recruitment but also in player care, medical support, and sports science.
Reflecting on my early days as a manager in 1992, when the Premier League was just beginning, I see how the landscape has transformed dramatically. At that time, only three people ran the club: the chairman, the secretary, and the manager. Today, the structure is far more complex, including academies for boys and girls, medical staff, fitness experts, and recruitment teams. Each department has its own goals and processes, often relying heavily on analytics.
Managers now find themselves surrounded by many voices, with staff reporting to different department heads rather than leaving decisions fully to the manager.
”My Knowledge Was My Database”
In today’s data-driven environment, I feel like an old-school manager. In the past, I made countless signings based on personal insight, not statistics. My database was built from my own scouting, live match observations, and conversations with trusted contacts across leagues.
If someone recommended a player, I watched them at least three times, including two away games. I believed a player’s true character appeared in unfamiliar surroundings.
During my early years, I relied on reference materials and personal notes to gather information about teams and players. My experience as a player-coach taught me the value of being well informed about talent availability.
The Importance of Cohesive Team Structure
Years ago, I had full control over recruitment at all my clubs. I explained my player needs to scouts and coaches and used their feedback to guide my observations. Over time, more staff became involved in the process, increasing pressure but still allowing me to make the final decision.
The best recruiting strategies align the team’s identity with player profiles. Several modern clubs have shown how effective this approach can be. However, some long-established teams still struggle to match these standards.
The growth of data has improved scouting efficiency and helped the league expand its global reach, with many players now arriving from abroad.
No matter how advanced the tools are, I still believe managers must personally assess potential signings. I always took responsibility if a recruited player did not fit the team.
Success comes from a collaborative environment where all departments work together with clear priorities.
On Fitness and Medical Accountability
Modern football places great emphasis on sports science and medical work, both of which have grown in scale and cost. Earlier in my career, I judged training success through visible player effort — if players were sweating and complaining, I felt we were doing the right work.
Today, fitness coaches and medical teams must be accountable for their decisions. Their influence on team performance is significant, and their responsibilities should reflect that.
I worked with dedicated medical staff who understood that their priority was the club and its performance, not providing excessive comfort to injured players.
When planning a new training facility, I questioned the need for additional medical beds, suggesting that fewer beds would reduce comfort and encourage a stronger mentality. My aim was to create an environment where players were not tempted to take the easy option.
I still believe that high standards and clear accountability across all departments are essential for long-term success.