Finding Football's Future Stars: What's the Winning Recruitment Strategy?
LTT Sports
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Hello and welcome back to PITCHSIDE MONITOR, your ultimate source for exclusive club management insights!
This week, we delve into the realm of scouting in football. Join us as we explore this dynamic space and gain insights from Damian Szurgot at 321 Transfer .
First up, a space where expertise meets excellence – our dedicated Club Management Insights section.
When we contemplate professional football as both a spectacle and an operation, it's imperative to recognise players as the cornerstone resource. Clubs rely on their performance on the field to excel, and as professional entities, they strive to secure the finest talents available.
In bygone eras, when football operated within rigid domestic boundaries and international player exchanges were limited, especially outside the upper echelons of the sport, decision-making was relatively straightforward.
In an era dominated by domestic talent, acquiring players was typically facilitated through meticulous information gathering and scouting at the national level. This process was predominantly spearheaded by team coaches aiming to assemble optimal squads. Often, it relied on their personal networks or, at best, the assistance of a seasoned chief scout who would attend numerous matches to evaluate available players and facilitate deal-making through established contacts.
As football continues its global expansion, the traditional approach of scouting and acquiring talent solely at a local or national level faces new challenges. The task of identifying, assessing, monitoring, and ultimately acquiring players for one's team has evolved significantly in both scope and complexity.
At first glance, the landscape appears to pit the traditional "analogue" approach against the modern "digital" methods in the quest for talent acquisition. On one side, you have the classic scouts, affectionately known as "nowhere men", with their trademark sports jackets, well-worn cars, extensive travel miles, and countless hours spent scouring football matches. On the other side, there are the modern "digital" sorcerers, the analysts armed with an arsenal of statistics about every player imaginable, all without setting foot on a football pitch.
In practice, the contemporary task of talent identification and recruitment in football demands a harmonious blend of traditional scouting practices and cutting-edge technology within an increasingly intricate framework. This entails integrating a vast array of information sources into the decision-making process. Despite numerous claims in recent years, a definitive Key Performance Indicator (KPI) or statistic that unequivocally determines success in football talent identification remains elusive.
Undoubtedly, football differs significantly from baseball, presenting unique challenges when attempting to replicate the celebrated Moneyball approach. Unlike the collaborative culture that has long thrived in US sports, football lacks influential organisations akin to SABR. Moreover, there's a risk of succumbing to "paralysis by analysis" when dealing with extensive datasets. This phenomenon, characterised by an overwhelming abundance of inputs, can hinder the timely assessment of a player's potential, particularly for individuals who lack firsthand experience in the football domain.
As a visual aid, we present a table delineating the names and developmental paths of the 11 players who have earned the prestigious title of The Best in men's association football since the award's inception in 2016. These players epitomise at least two generations of top talent on the global stage, spanning birth dates from the 1980s to the 2000s. Yet, each has left an indelible mark on the sport over the past three decades, a period marked by significant transformation in football's landscape.
Across the board, with the exception of Erling Haaland, the initial club differed from the one where the player made their professional debut. This underscores the necessity for scouting and recruitment efforts at various stages of a player's career trajectory. Additionally, there are noticeable variations in the ages at which individuals began playing football and transitioned to their professional debut clubs. For many, this transition occurred in their early teenage years, indicating a pivotal period for talent development. While some players exhibited early promise and were destined for success from a young age, others navigated a more circuitous path, encountering rejection and setbacks along their journey.
What constitutes the ideal recruitment framework for a contemporary professional football club? This question delves into the nuanced dynamics of decision-making responsibilities and the imperative to avoid overlooking or misjudging talent when it matters most.
Here are four distinctive models that emerge:
If we were to distill the merits and drawbacks of the four different approaches, considering factors such as decision-making speed, group dynamics complexity, vulnerability to data-based errors, presence of oversight mechanisms, individual accountability, and confidentiality, we could construct the following table:
Ultimately, there exists no one-size-fits-all solution. The optimal approach hinges on the specific dynamics of your club's operations, the expertise and resources available, and the prevailing organisational culture. External factors also come into play, including the alignment of various structural components, communication efficacy or bottlenecks, and external variables such as the talent pool in targeted areas or the competitive landscape.
If any of the topics covered in this newsletter have piqued your interest, or if you seek an impartial evaluation of your talent identification and recruitment framework concerning its alignment with your strategic objectives, do not hesitate to contact us through our standard communication channels. We welcome the opportunity to engage in fruitful discussions and offer our insights to support your organisational goals.
In this edition's "Football Talks" segment, LTT Sports engaged in a conversation with Damian Szurgot from 321 Transfer . Here's what he had to share.
1. What are the key attributes scouts look for in young football players, and how do these attributes vary depending on the player's position on the field?
Scouts looking for young players do not have an easy task, because they have to take into consideration the " future prospects " of the player in question. A well-formed, older player who is being watched sells himself here and now, whereas younger players are often assessed in terms of their potential development and future. Are we able to get more out of them and how much? What is definitely to be improved, and which elements will be difficult because they have already acquired a bad habit?
Of course, for each position scouts pay attention to different elements. While in the case of wingers it is extremely important to have motor skills, speed, 1x1 play, in the case of a central midfielder we have to pay attention to understanding of the game, good utility technique, speed, reading the game, etc. The most important thing is to create the right profile for the position. For example, the striker the scouts are looking for does not have to be a super-scorer, but, for example, has to come off the ball a lot, press hard, fight with defenders, hold on to the ball, etc. because he then makes space for the wingers and the "10" who are responsible for scoring goals. The overall idea of the team's game is very important here, but so is the club's long-term plan for its own positioning in the market.
Surely, observing today's football and the direction it is going, the scouts of most clubs are looking for players who guarantee high intensity play. This is very important because there are more and more matches throughout the year and it is absolutely essential that the player is ready and healthy. Football today is a very athletic sport, we see this in various areas of player development, but this is probably a topic for another discussion. Of course, at a young age, there is still much room for improvement after a transfer. Another aspect is the personality of the player, his approach to football and often to life itself. Nowadays scouts have the opportunity to find out almost everything about a player. How much time he spends at the club, what he does in his spare time, whether he is healthy, etc. The key is to make a proper assessment of the player in question and to interpret the information gained, of which there is no doubt a great amount.
2. What are the most common mistakes scouts make when evaluating players?
When it comes to young players, the problem is the misjudgement between talent and potential. It is very difficult, often the greatest talents do not achieve success. A good evaluation of a young player extends far beyond the here and now. Too early selection and assessment of a particular player has a low success rate. When it comes to the scouting of adult players there are a number of things that can influence the decision. Often the scout alone does not decide, his first opinion is important, but it is only the beginning. Unfortunately, sometimes a lack of intuition or the so-called "good eye", sometimes too short an observation, only a few games and even on video gives a false picture and the transfer is considered a failure. The perception is that a player who excelled in a weaker league often unfortunately does not do well after a transfer to a better league. The onboarding of the player at the new club is also important, which is often forgotten. Just as in business, the introduction to a new environment, the support in the early stages, can have a key impact on the adaptation and performance of an individual. Footballers are often left to fend for themselves after a transfer, especially in off-field matters.
3. How do cultural and regional differences influence the scouting process in football?
Cultural differences in football are crucial and there are many question marks when considering this topic. First and foremost is the work culture and the approach of the players themselves. It is no secret that a particular league has its own characteristics. In one, the game is played in a more dynamic and power-driven manner, while in another there is an emphasis on ball possession and technical play. Of course, there has been a globalisation of coaches, their knowledge and their experience, so the players themselves are becoming more and more versatile from generation to generation, but this does not change the fact that it is very important to 'culturally' match a player, not so much to the country he arrives in, but to the culture of the club and the culture/playing style of the team.
It is crucial for scouts to know the assumptions and requirements of the coach and the people in charge of strategy at the club. An accurate assessment of what the team gains tactically with a particular player and what they may lose and accept that. Because often the player himself is not to blame, only a misjudgement of his suitability and the demands placed on him.
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4. Haaland signed his last contract without using an agent but lawyers do you think this function is changing with technology?
A given player's game is his best calling card. Of course, Halaand is a non-typical example, but it perfectly illustrates the whole process of change that is coming in football. If you dig deeper into this transfer, you will notice his father figure, which played a key role. This is also significant, because the parents of young players are becoming more and more aware, able to get relevant information, make important decisions about their careers, but also to plan them accordingly. To answer your question directly - yes, we believe that at the end of the day, having an agent, the contract of the player in question goes to a lawyer anyway, who must take care of all the details. Their role will increase over time.
5. Agents perceived that they are not making commission but rather help clubs to acquire the right players how do you see your '321 Platform' accelerating the process?
Of course, the words of the agents sound very noble, but I do not believe that they work charitably. This is to add a certain ideology to the work they do. Focusing on the historical features of soccer, their role is widely known and deeply embedded in the entire football culture. I also do not want to negate their work, but we know from experience that the perspective of the footballer himself does not always stand first in the entire transfer process, and at least for the agent it should be number one. Our platform is supposed to shorten the whole transfer process, eliminate communication noise and give more alternatives to the clubs and, consequently, the players themselves. We assume that a well-played player can "advertise" himself properly. It's a matter of broadening the base of contacts and proper access, which indeed we are trying to do through Our platform.
The problem may also lie in the management at a particular club. If a well-managed club has a strategy for many years, a created player profile for a given position, its sporting and financial goals, how can a given agent know the needs better than the people at a given club?
The problem may also lie in the management at a particular club. If a well-managed club has a strategy for many years, a created player profile for a given position, its sporting and financial goals, how can a given agent know the needs better than the people at a given club?
It all comes down to verifying the availability of the player in question and his willingness to change clubs. Here, this process can definitely?be?simplified.
6. How to build up the trust between clubs to be able to conclude deals directly, like it used to be, considering the football industry has grown in complexity over the last decades, and is much more global, which can make clubs reluctant to work with others in other countries?or?continents?
Clubs should unite and this is happening, as we see in the example of the Super League. We do not want to discuss the validity of a given idea, but show the direction in which it is heading. The transfer market is a place where the interests of many groups meet: clubs, players, agents. For the clubs themselves, however, it should be a place where the highest value are football clubs, and not the interests of third parties. Of course, the process of building trust continues, but it can be built much better by basing this process on direct contact and mutual relations, and not only on the exchange of documents. Football is, above all, about people, including people working in clubs who are not often appreciated. Based on our own experience, we can say that people in the world of football are becoming more and more open to innovation, but also to the exchange of knowledge and?experiences.
In our Bottom-49 segment this week, dedicated to providing comprehensive analyses of football trends on a local scale, we present the organisational structure for the scouting department of a football club.
In our football insights section this week, we aim to provide a comprehensive overview of player recruitment strategies. Utilising the infographic below, we illustrate the roles and responsibilities of key personnel within the club involved in the recruitment process.
This week, we're excited to present our work focused on the review and enhancement of youth academy functions. Our proposal to clubs is centred around delivering a top-tier football academy adaptation and transformation, with the goal of bolstering the positive aspects of its organisation while aligning with world-class practices across all facets. As the largest department within a typical football club, the youth academy demands a clear strategy, robust executive support, and substantial technical expertise, all underpinned by a meticulously devised plan and execution.
Drawing upon years of experience gleaned from leading academies and football nations worldwide, we have developed a robust methodology. Through our extensive network of football experts and strategic applications tailored for youth football, our analysis and recommendations are grounded in both on-field expertise and off-field insights. With insights garnered from observing over 30 youth academies globally, we've produced several acclaimed reports, including the ECA Youth Report on Academies and our Study on Youth Academies. However, our approach isn't about implementing one-size-fits-all solutions that may have succeeded elsewhere but are ill-suited to the unique circumstances of a particular country or club.
Ultimately, optimal development stems from the club's own identity, fuelled by its inherent passion and nurtured by individuals open to growth. By incorporating international-level knowledge and best-in-class operational practices, we empower clubs to make a tangible difference in their youth development efforts.
For more details, do not hesitate to reach out to us.
Our Women's Football Project Lead Anne-Marie Itoua will be speaking at the Thinking Football Summit in September. We look forward to sharing our insights and gaining knowledge from others at the summit, to cultivate a vibrant, inclusive, and forward-thinking football community.
That brings us to the end of this week’s newsletter. We hope you found eye-opening insights from our content this week. Each week, we will be curating exclusive content for you from the club management ecosystem. So, stay tuned for more and don’t forget to subscribe to our newsletter here!
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LTT Sports is an advisory firm focused on connecting football strategy and operations based on experience, analysis and a strong network. At LTT Sports, we have created a set of services for football organisations, providing transversal solutions at any level of the professional football pyramid – to boost performance off the pitch, directly impacting on-pitch results.
*** Disclaimer: LTT Sports is an independent think tank aimed to be a platform of discussion amongst football stakeholders. The answers received for our interviews are personal views of the interviewee and/ or the organisation he or she may represent and strictly do not represent our views on the subject matter.
Contributors to this week's newsletter: Olivier Jarosz, Konstantin Kornakov, Konrad Go?dzior