On the same Sunday I read in the "NZZ am Sonntag" about the different game philosophies of the two ice hockey coaches Kari Jalonen and Guy Boucher. For Boucher, ice hockey is an exact science in which every detail is precisely planned. relies on the independence of his players. "We don't work with goalkeepers, defenders, centers indonesia rcs data and wings, but with people." Boucher failed at SCB, Jalonen can show this season that he can do better. In football too, planned football is suffering from wear and tear. "We don't improvise" is (was?) Pep Guardiola's credo. Now a new generation of football coaches like Thomas Tuchel of Borussia Dortmund are reflecting on the irrational side of the game. He is turning away from "merciless possession football", which is also increasingly annoying the spectators, and is giving free rein to improvisation.
What does this have to do with each other? Management also has an irrational side. It is an amalgamation of logic, emotion, uncertainty and people. What the ball possession and planability philosophy is in football, social engineers are in business. They are convinced that social systems can be planned like a machine. The result is rigid command and control structures. This slows down and blocks things and leads to an invasion of chiefs. Head offices become bloated, decision-making processes are drawn out and initiatives are discouraged. This is fatal in a time characterized by increasing discontinuity. Carl von Clausewitz, the Prussian general and rediscoverer of the theory of strategy, understood this long ago. "The more precisely you plan, the more thoroughly you will fail."