"One of the biggest differences between being a manager now and when I started out 33 years ago is the amount of data used by football clubs. So much of the modern game is driven by it and not just in the recruitment of players - it's also used for looking after them, in the medical and sports science departments too. It has led to some amazing innovations since I began my time"
"in the dugout at Bournemouth in 1992 - the same year the Premier League era began - but I would argue there are many ways it has made a manager's job harder, not easier, compared to what is now viewed as old-school. When I look back at those early days, there were only three people running the club - the chairman, secretary and manager. Now it has changed completely. Running alongside the first team and reserves, you've got an academy for boys and girls, a medical department, a fitness team and of course recruitment too."
Managers now face vastly increased data use across football clubs, affecting recruitment, medical care and sports science. Club structures have expanded from three decision-makers to multiple departments: first team, reserves, boys' and girls' academies, medical, fitness and recruitment. Each department can employ many staff led by heads who pursue distinct objectives, often guided by data. Managers and head coaches frequently become subordinate to departmental decisions and directors of football. Departmental staff can shape club culture despite manager changes. The touchline manager should retain final authority over key first-team matters, yet data-driven recruitment often concentrates influence elsewhere.
Read at www.bbc.com
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