| Julien Stephan - BBC London interview on 00:28 - Aug 23 with 428 views | Stainrod |
| Julien Stephan - BBC London interview on 17:42 - Aug 22 by nick_hammersmith |
I think the objective is probably very clear.
I imagine its like you describe, make x % profit on player sales
AND, don't get relegated in the process.
It might be finish 1 point higher than last year, but its def not finish in the top 10 or go for the play-offs
Makes a hard watch for the fans though |
Exactly. That would be my answer to Hunter’s (very articulately expressed) point.
Most of us I hope get the “vision stuff”. We want to sell player x for y, and do that enough times to build a team to get promoted. Not because of balance sheets but to improve the standing of the club. It’s simple. If the owners just wanted a RoI there are way, way easier ways of achieving that.
I agree (to Hunter’s point) the club has been catastrophically poor at articulating the strategy. And if these people are in any way sensible they should be thinking v seriously about how they explain that. But don’t assume just because the comms are so poor that there are no targets and discussions behind the scenes on precisely the points Hunter raises.
I took the refusal to say where we would be in five years as a bunch of jobsworths worrying about their mortgages.
But it would be totally unlike any boardroom I’ve ever attended if at least short to medium term targets had not been signed off on - along with, at the v least, some airy fairy b*locks on where it might lead.
The strategy is obvious, surely. If you want some guy to stand up and say “we will be competing in Europe in x years” then fine, but I think that is just going to breed cynicism. No company is going to (in my v humble opinion) produce publicly the degree of financial methodology you seem to seek. There is simply too much guesswork about outcomes, it’s not science and it’s not a closed system: how can you possibly say x club will be promoted in y years if it does z - because it obviously depends on strategies and chance events at other clubs. That’s sport, no? |  | |  |
| Julien Stephan - BBC London interview on 07:26 - Aug 23 with 217 views | Hunterhoop |
| Julien Stephan - BBC London interview on 00:28 - Aug 23 by Stainrod |
Exactly. That would be my answer to Hunter’s (very articulately expressed) point.
Most of us I hope get the “vision stuff”. We want to sell player x for y, and do that enough times to build a team to get promoted. Not because of balance sheets but to improve the standing of the club. It’s simple. If the owners just wanted a RoI there are way, way easier ways of achieving that.
I agree (to Hunter’s point) the club has been catastrophically poor at articulating the strategy. And if these people are in any way sensible they should be thinking v seriously about how they explain that. But don’t assume just because the comms are so poor that there are no targets and discussions behind the scenes on precisely the points Hunter raises.
I took the refusal to say where we would be in five years as a bunch of jobsworths worrying about their mortgages.
But it would be totally unlike any boardroom I’ve ever attended if at least short to medium term targets had not been signed off on - along with, at the v least, some airy fairy b*locks on where it might lead.
The strategy is obvious, surely. If you want some guy to stand up and say “we will be competing in Europe in x years” then fine, but I think that is just going to breed cynicism. No company is going to (in my v humble opinion) produce publicly the degree of financial methodology you seem to seek. There is simply too much guesswork about outcomes, it’s not science and it’s not a closed system: how can you possibly say x club will be promoted in y years if it does z - because it obviously depends on strategies and chance events at other clubs. That’s sport, no? |
A few things, Stainrod.
I think you are being very generous. If there is a vision/objective for where we will be in 5 years, De Souza, Williams, and Stephan should have all answered in exactly the same way. It’s not hard or complex. There is no excuse for giving different answers and for the total b*llocks De Souza and Williams spouted.
Equally, that small point you made that the strategy is to achieve an objective of getting promoted, I personally think that makes a big difference to how you execute your strategies. The buy low/sell high strategy becomes just part of you plan (one of your strategic themes) not the whole plan. Getting results on the pitch becomes important. Unity with the fans becomes important (to maximise home game benefit and create momentum). Having the right senior pros in the dressing room becomes important.
My point is there are lots of other strategies that become important to achieving the goal. It creates more balance in how we approach things.
I think QPR is unlike any boardroom you or I have known. That is precisely my issue. I think the way the executive leadership (beneath the Board) behave is also unlike any executive team you or I have know. Why? Because it is made up of people who have never been on one, and have all been hired by Nourry. Again, a problem.
Perhaps it is just a comms issue. That would be better because it can be resolved/improved, should they actually wish to improve it. Do they? However, I’m sceptical it’s just comms. |  | | |
| Julien Stephan - BBC London interview on 09:32 - Aug 23 with 138 views | zizoustainrod |
| Julien Stephan - BBC London interview on 15:48 - Aug 22 by stainrods_elbow |
As a fellow abusee by some sad sacks on LfW, I empathise, believe me, when your passionate/monetised hobby is turned into a stick to beat you with. |
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