Leadership Decisions Under Fire: The NAMCOR Tensions Through a Manchester United Lens

The Soccer Analogy: Internal Tensions and Strategic Shifts at NAMCOR

Imagine the situation at NAMCOR through the lens of a world-renowned soccer team like Manchester United. In the global soccer arena, the decisions made by the coach and management can make or break a season, much like leadership decisions can determine the success of a company.

Let's say Manchester United hires a new coach, brought in from a different league, with a reputation for shaking things up. Upon arrival, this coach, much like Ebson Uanguta at NAMCOR, adopts a consultative approach, meeting with key players, listening to their concerns, and seemingly working to boost team morale. The players initially feel hopeful, believing that this new leadership might finally address long-standing issues and help the team perform better.

However, when it comes time to fill key positions—such as a new striker or captain—the coach decides to bring in external players, bypassing those who have been with the team for years. For example, instead of promoting a talented and loyal striker like Marcus Rashford, who has proven his worth on the field, the coach opts for an external player from another league, leaving Rashford and his teammates feeling demoralized and undervalued. The coach justifies this decision by claiming that the internal players lack the necessary experience, much like Uanguta cited a lack of internal capacity at NAMCOR.

To add to the growing tension, the coach announces a restructuring of the team's formation, splitting the midfield responsibilities into two distinct roles: one focused on defense and the other on attacking. The coach then appoints an external player, who was previously with another team and known to be a close associate of the coach, to lead the attacking midfield. This appointment raises eyebrows among the team members, who feel that many of their seasoned players were overlooked for this critical role.

The coach also creates a new position, similar to the Chief Operations Officer role at NAMCOR, to oversee the team's overall strategy and ensure that resources are used efficiently. The current assistant coach, who is known to be close to the new coach, is appointed to act in this position temporarily, with the understanding that it will soon become a permanent role. This move only deepens suspicions that the coach is favoring friends and associates over the established players who have been with the team through thick and thin.

Imagine if these decisions were made with the full support of Manchester United's board of directors, further alienating the players who feel their hard work and loyalty are being ignored. The team starts to experience internal rifts, much like NAMCOR’s employees who are increasingly frustrated by what they perceive as favoritism and nepotism.

Meanwhile, Manchester United faces a series of challenges off the field, including legal battles and financial disputes that threaten to overshadow the team's successes. Despite a recent victory, such as winning a major tournament or making a significant new signing (analogous to Namibia's recent oil discoveries), the internal discord could ultimately undermine the team's performance.

In this scenario, Manchester United, like NAMCOR, is at a crossroads. The coach’s decisions—while perhaps made with good intentions—are leading to internal strife, just as NAMCOR’s restructuring and appointments are causing friction among employees. The success of the team, or company, hinges on the leadership’s ability to recognize the value of its existing players, or employees, and to foster an environment of trust, fairness, and unity.

In soccer, as in business, a team that feels undervalued and overlooked will struggle to perform at its best. The key to turning things around is for the coach—or in NAMCOR’s case, the leadership—to engage with the team, address their concerns, and ensure that every player feels they have a fair shot at success. Only then can the team, or company, truly excel and achieve its full potential.

For expert insights, please reach out to Dr. R. Shipena, Doctor of Management at [email protected]