Change the game: Innovation on the pitch

Hier der deutsche Artikel: Innovation auf dem Spielfeld

The different types of innovation

In business, technology and other fields, innovation (from the Latin innovare “ to renew”) refers to the introduction of something new. This can be a product, a service, a process, a business model or a social practice that improves significantly on the previous state and is successfully applied.

However, innovation is not just innovation. The term goes much further than simply inventing something new. Depending on its depth and impact, four key forms can be distinguished.

The first and by far the most common is simple improvement (make things better). This involves making existing things more efficient, more precise, more stable or more effective. It is an improvement within existing structures.

The second form is the alternative interpretation (make things different). It changes the approach. Familiar concepts are viewed from a new angle or creatively adapted in order to respond to new challenges or achieve a greater impact.

It goes one step further with make new things, which occurs much less frequently. Here, new things are actually created that have never existed before in this form. They open up fresh perspectives and create completely new approaches.

And finally, there is disruption (terra nova), which occurs every decade and breaks with everything that has gone before. Disruptive innovations replace existing structures with fundamentally new solutions. Disruption transforms systems and shifts power relations. A salute to Nokia.

We should include all these forms when we talk about innovation

Innovation does not happen by chance

Innovation follows certain principles. Whether by creating something new, combining existing approaches or creatively reinterpreting them - the ability to question the status quo and be open to new perspectives is crucial.

“True discovery consists not in finding new ground, but in seeing things with new eyes.” Marcel Proust

In the start-up world, the founder is more important than the idea. Because an idea is rarely perfect at the beginning. Only through setbacks, adjustments and constant further development can something great emerge from it. The decisive factor is the mindset of the founder, who is prepared to learn from mistakes, remain flexible and work tirelessly towards their goal.

Principle: One should first find calm down and learn to endure silence. Often only then is deep thinking possible. Good ideas are improved through trying them out. That’s why it’s important to get in action soon. Get in (e)motion.

Innovation is rarely the result of a single genius

There is not one Nile. There are many small rivers that unite form the Nile. It's similar with ideas and innovation. It resembles a river, fed by many ideas, influences and tributaries, constantly gaining strength. Some currents branch off, flow into other rivers and strengthen them there. Others dry up before they take effect. But no matter which path it takes, there is an interplay at the origin of every innovation.

Einstein did not invent the theory of relativity alone. He combined a number of existing ideas in an ingenious way and brought them together to form a new physical world view.

Every future has an origin

Action strategy depending on complexity

I would like to introduce you to IBM's Cynefin Framework and show you why it makes sense to adapt our action and decision-making strategies depending on the complexity of the system.

The Cynefin Framework helps to categorize situations into four contexts (simple, complicated, complex, chaotic). Depending on the context, it recommends different decision-making strategies, ranging from clear rules to experiments. The aim is to find more suitable actions for different types of problems.

Simple - e.g. a flat tire on a bicycle

The problem is obvious because the cause is clearly identifiable, which is why a solution can be found quickly by recognizing, categorizing and reacting directly.

Procedure: Recognize - Categorize - React

Complicated - e.g. defective car/plane or matchanalysis/opponent analysis, scouting

The cause-effect relationships are present, but not immediately recognizable, which is why expert knowledge and careful analysis are required before making a decision and reacting.

Procedure: Analyze - Decide - React

Complex - e.g. development of a medicine. In football, these could be challenges such as fluctuations in the form of individual players, a sudden lack of goals from strikers, the development of a new playing identity, the integration of new players or changes in fan or media perception of a club. But it can also be the development of new tactical elements.

Many influencing factors interact and make predictions impossible, so that correlations can only be recognized through trial and error, observation and subsequent reaction.

Procedure: Try out/experiment - observe - react

This learning through experimentation is the standard procedure in medicine. When faced with complex problems, we have to consciously engage in experiments in order to learn from them. Many people find this difficult because mistakes are socially frowned upon and it requires a completely different mindset. There are also many variables in football, so some problems fall into this category.

One of my best practices is to exaggerate a new solution in an experiment until disadvantages arise in order to find out how far you can really go.

I have not failed. I've just found 1,000 ways that don't work. - Edison

Chaotic - e.g. emergency management, system failure or game abandonment, escalation in the players cabin.

In chaotic situations such as emergency management or a system failure, no clear correlations are recognizable, so action must be taken immediately to establish stability before a more detailed analysis is possible.

Procedure: Act - Observe - React

Good ideas often come from trying things out rather than thinking about them. That's why it's important to get in action.

The Post-it invention

Sometimes innovations come about by chance. In the 1970s, a chemist named Spencer Silver was working at 3M to develop a super-strong adhesive, but instead he invented a particularly weak, removable adhesive. Although it stuck, it was easy to remove. It was completely unsuitable for its original purpose. For years, nobody really knew what to do with this “useless” adhesive.

Then his colleague Art Fry came up with the idea. He sang in the church choir and was constantly annoyed that the bookmarks were falling out of his music books. He remembered Silver's glue and invented the first reusable bookmark. That was the birth of Post-it® Notes.

Go for it and be ready for chance.

“Chance favors only a prepared mind.” Louis Pasteur

The benefit of innovation

Innovation in the economy

Innovation is one of the key drivers of progress and competitiveness. New ideas, technologies and creative solutions give rise to products and services that not only solve existing problems, but often also meet needs that were previously not even recognized. Companies that systematically promote innovation not only secure a competitive edge, but also actively shape the future.

Industrial football vs innovation

Innovation is not just a buzzword, but the key to sustainable success.

Football today is highly standardized because many teams rely on similar principles, automatisms and patterns. Tactics and playing ideas are often based on the same concepts and teaching content, especially from coaching courses.

I use the somewhat derogatory term industrial football to describe a bland, standardized and mostly monotonous and predictable football that contains little creativity, dynamics, diagonals, position changes and surprises. The ball is often played from one side to the other (wing pendulum) where the winger then has to be creative in 1vs1. There is often a lack of creativity and ideas to play off the opponent with combinations, which often ends in unpromising prayingcrosses into the penalty area.

Creativity is largely bought on the market at an individual level. Only a few coaches have the ability to systematically develop collective creativity.

In general, coaching diplomas, like all diplomas, ensure the minimum quality at the bottom. However, they say little about the potential or actual excellence at the top. But real innovation is created where someone has the courage to think beyond what they have learned, develop their own ideas and break new ground.

When everything is the same, it's the difference that counts.

Coaches who recognize, understand and implement new developments at an early stage have tools at their disposal that clearly set them apart from the competition and create immediate competitive advantages.

Coaches are always on the lookout for inspiration

If you only want to break new ground when success is guaranteed, you will get stuck in a traffic jam and never get there.

Chance in football

Football is a sport with small goals, few goals, many players, numerous variables and high variance. A single event, an action, a decision or a coincidence can be decisive for the game. The result is 20 to 30 percent influenced by luck and chance. Even with a dominant performance, there is therefore no guarantee of victory. However, successful teams minimize the influence of chance by having a lot of possession and a superior tactical structure.

With evenly matched teams, the influence of chance increases. In a league without a clear hierarchy, it is not necessarily the best team that wins, but the one that has luck on its side at the decisive moments of a game. Leagues without dominant teams are more exciting for fans, but not better in terms of quality.

A solid and innovative game structure is more decisive for consistency and success in the long term than the daily form of individual players. Superior teams are less susceptible to individual mistakes or unfortunate situations. Players can rely on a system that gives them orientation, expectations, confidence and security. In addition, supplementary players can integrate more easily and better into the system. 

A solid and innovative playing structure is more decisive for consistency and success in the long term than the daily form of the players

Benefit and Duration of innovations in football

The competitive advantage of innovations in football is much more long-term and sustainable than is generally assumed. New developments initially go unnoticed for a long time, as people often do not see and perceive what they do not expect or cannot explain. When an innovation is finally discovered, it is usually only few individual coaches who recognize and understand the new pattern and have the courage to implement the concept with their teams.

Innovation means picking the ripe fruit from the tree while others search the ground for rotten fallen fruit

But even if the idea has been understood, it still needs to be implemented effectively. In addition to analytical expertise, application expertise is therefore crucial.

The best idea without implementation skills becomes a bad idea.

It takes several years before an innovation is adopted by the masses or by many teams. First of all, the concept must be recognized, understood, endorsed and documented and incorporated into the coaching catalog. Then it then takes a long time for the innovation to be widely taught and applied..

Some trends, patterns and concepts that I successfully interpreted as a tactics analyst with my coaches and teams over ten years ago have still not been widely adopted,

The competitive advantages of innovation in football are much greater than expected and last much longer than expected

Challenges in professional football

Genuine reinvention is very rare and very difficult

Very few people are able to create something truly new. Most concentrate on improving or reinterpreting existing concepts. This is not meant to be negative, nor is it a problem. It is not necessary to be a Da Vinci or the absolute first in the world. However, those who recognize and interpret new patterns early on already have something that 95 percent of all teams do not have. The early recognition and effective interpretation of an innovation creates fast, effective and long-term competitive advantages.

Copied and well implemented is better than well invented and poorly implemented. A good interpreter is superior to a bad creator.

Lack of time

Coaches are often caught up in stressful day-to-day business. Games, match analysis, match preparation, media, managing the staff and the team, training and the constant pressure to deliver results. There is therefore rarely time for inspiration and new ideas.

It makes little sense for coaches to focus on inspiration and development only after a dismissal or before a new appointment.

Short-term thinking and risk avoidance

In highly competitive systems, managers and coaches are often forced to avoid uncertainty and refrain from experimenting. The coach is called into question after just a few defeats.

The high pressure of expectations also encourages managers to strive for short-term improvements and to put long-term development measures in the background. This risk aversion means that changes that make sense in the medium or long term are rarely pursued. The pressure to deliver results at all times thus inhibits continuous development and innovation and makes it difficult to test and establish new tactical or playful approaches in the long term.

Solution paradox

In hindsight, new ideas and concepts are so pausible and logical that you can't understand why others haven't come up with them. This is where the solution paradox comes into play

Those who have arrived behave logically, but the travelers will never arrive if they think logically.

My Experience as a Tactics and Match Analyst

Football has played an important role in my life since I was a child. I played actively for fifteen years and worked as a coach for around twelve years at various age and performance levels.

Professionally, I worked in the innovation sector for over ten years. At the same time, I worked part-time as an external tactics and match analyst in the Super League. I was always particularly fascinated by recognizing new patterns and developments. In both areas, I was able to apply my skills in design thinking, a user-centered approach to innovation based on creative problem solving. prototyping and iterative solution development

During four years, I worked closely with a head coach as an external tactics consultant. I contributed ideas, developed concepts, interpreted trends, and tested solutions—constantly refining them through iteration.That period was over a decade ago. Back then, pattern recognition inspired us to introduce tactical ideas that were largely new to the Super League.

Each week, we held solution workshops where we analyzed matches and developed creative tactical strategies. Gradually, we rolled out innovative concepts such as inverted and centered wingers, overloaded flanks, tucked-in full-backs, an asynchronous back four, systematic underlaps, diagonal runs, and systematic cutbacks.

Many of these concepts didn’t have names at the time, so we created our own terminology. Phrases like block, three IV, AVpush, attacking block, standard cut, long cut, 6-wing protection, and cutfix...

Today, several of these ideas have become more common and are now part of the modern tactical vocabulary used by coaches and teams across the board.

I was able to experience at first hand how effective new tactical concepts can be and how quickly they can generate competitive advantages in the game. Opponents often found it difficult to find countermeasures because they couldn't understand what was happening on the pitch.

Of course, luck also played a role, as some ideas proved to be particularly effective. However, it wasn't just sporting success that was decisive for me, but above all the experience of putting my own ideas and approaches into practice and directly observing their effect. This experience made the time particularly valuable for me.

I also had the privilege of working with a coach who placed great trust in me and had the courage to take risks, explore innovative paths, and actively co-create and test new ideas. Without his openness, willingness to experiment, and readiness to take risks, these successful concepts would not have been possible in this form.

Angriffsblock Prototyp (2011)

Here is my favorite tactical piece and the first sketch prototype of my interpretation of the attacking block from 2011.

The aim was to deliberately overload one side of the pitch to create outnumber and strengthen counter-pressing, create numerical superiority, and deny the opponent time to fully shift during quick switches of play.

The art is ot to be already prepared for the loss of the ball

Some of the new concepts really challenged the players because they suddenly had to act completely differently from what they had internalized over the years.

What was tactically new/different often felt wrong or unfamiliar on the pitch at first - not because it was bad, but because it contradicted the familiar automatisms.

The players kept falling back into old patterns. It took a lot of energy to maintain the concepts in their intended shape.

It was precisely in these moments that it became clear how deeply ingrained patterns work and how important it is to accompany changes not only tactically, but also emotionally

To anchor these new behaviors permanently, we developed our own principles that gave the players orientation and security. Examples of this were

If you are evenly distributed everywhere, you are everywhere - and nowhere

We don't switch play when we can, but when we want to.

We position ourselves where the game is taking place and not in the future

Our positioning means we are already well prepared for losing the ball

I’ve always viewed football as a system in which all elements are closely interconnected. Individual mistakes by players can significantly impact the result of a game. At the same time, it's nearly impossible to consistently correct such single player errors purely on an individual level. That's why I focus much more on structural improvements that create leverage and, in turn, strengthen the system’s overall stability and resilience in the long term.

To make concepts and principles more tangible and present, I regularly create “chartas” – visual frameworks of key ideas. Here’s an example from 2013 that illustrates some of the most important game principles.

Prinzipen Charta

Attacking with system and patience

Another example was our systematic attacking strategy, which was divided into a combination zone, assist zone and finishing zone.

The combination zones are located on both wings. This is where players should create the conditions to get into the important assist zones with passes or runs through superior numbers and quick, short combinations and diagonal runs.

The assist zones have the greatest importance/effect in preparing shots on goal. From here, the decisive passes (“shot assists”) should be played into the central finishing zone.

Statistically, the vast majority of goals are scored from the finishing zone. However, the direct route to this zone is difficult, as it is the best protected.

The concept underlines the need not to focus prematurely and directly on scoring in the finishing zone. Instead, it is much more efficient to first systematically conquer the optimal zones with a collective, strategic approach. This patient, methodical approach reduces ineffective and risky actions and increases the team's offensive contribution.

The following principles support systematic attacks:

• Instead of hasty prayer flanks/distance shots, conquer the assist zones first

• Central attackers actively take part in conquering the assist zones; spaces that become free fill up automatically

• Create superiority by overloading the sides and draw out as many opponents as possible

• Penetrate the assist zones with systematic forward runs/underlaps

• Moving the ball into the far AV so that the opponent has no time to shift the defensive block completely when shifting

My Experience as Founder of footballytics

In early 2021, I co-founded footballytics together with a colleague who now works as a sporting director in professional football. Our shared passion for football and data, along with our experience in coaching, match analysis, scouting, and player support, formed a solid foundation from the very beginning.

We’ve always seen our football-specific expertise as a distinct advantage, and we strongly encourage all data analysts to actively deepen their understanding of the game itself.

The original idea behind footballytics was to explore and apply the practical potential of data usage in football. The project took shape during the COVID-19 pandemic. We divided responsibilities based on our individual interests and began acquiring new skills — from data collection, website development, and SEO, to working with analytics tools, mathematical modeling, algorithm development, Python programming, and storytelling.

We extensively experimented with Excel, Tableau, Power BI, and Python, developing our own algorithms and continuously refining them. Within three years, footballytics became the German-speaking benchmark for intelligent, club-specific football data analysis. With over 100 published articles, we offer in-depth insights and practical case studies.

Today, we develop custom algorithms for professional clubs worldwide to unlock the "Moneyball" potential of football data. This helps clubs uncover hidden opportunities in scouting and match analysis and make better data-driven decisions.

Our business model of advising and supporting clubs as an external partner has proven to be optimal. Analysts who are employed directly by clubs often have a heavy workload (24/7) and receive comparatively low salary in relation to their qualifications and expertise. In addition, their areas of responsibility are often very limited.

We now have a broad network of scouts and analysts. The professional exchange within this network continuously inspires us and has also led to great friendships over the years.

The combination of football and data analysis is arousing great interest. Accordingly, we receive spontaneous applications every week from analysts and scouts who would like to work with us or support us.

Data analysis is often accused of taking away the beauty and magic of football. But I believe the opposite is true, because a deeper understanding of the game leads to an even greater appreciation of its beauty.

Best Practices for Innovation in Football

The challenges are manifold. But how can different forms of innovation even be made possible under these conditions? Here are my tried-and-tested approaches.

Establish trend scouting and pattern recognition

Innovation largely begins with recognizing new developments. Without this foundation, no sustainable innovation can emerge. Systematic trend scouting enables coaches and clubs to identify potential innovations at an early stage and react to them in a targeted manner.

As a coach, it makes little sense to wait until you are made redundant to be inspired and continue your education.

For coaches who are currently working for a club, it is advisable to delegate this task to a member of the internal staff or an external coach or consultant due to time constraints. Ideally, this person not only has in-depth expertise in the areas of pattern recognition and trend scouting, but is also tactically capable of developing concrete solutions and implementation strategies together with the coach. Longer breaks in the game can then be used for solution workshops.

Establishing an dedicated innovation system

As Daniel Kahneman describes in his book Thinking Fast, Thinking Slow, two different systems of thought are needed to make sound decisions.

In professional football, daily competitive pressure and the need for long-term renewal collide. The establishment of two separate innovation systems - one for continuous improvement in day-to-day business and one for innovative future solutions - allows clubs to do justice to both spheres. Short-term optimizations and long-term developments need not be contradictory if they are cleverly separated in terms of organization and personnel and yet pursued in a coordinated manner. Formula 1 provides an illustrative example: while one team is working on the current car, another is already developing technologies and approaches for the next season.

It makes sense to separate these systems as they require completely different framework conditions, skills and methods.

Feature§§	Day-to-Day Business	Innovation System
Time Horizon	Short-term	Medium- and Long-term
Goals	Immediate performance and results	Long-term competitiveness and renewal
Approach	Exploitation (optimizing existing processes)	Exploration (experimenting with new ideas)
Risk	Low risk, proven methods	Higher risk, experimental approaches
Mindset & Competencies	Operational excellence, attention to detail	Visionary thinking, creativity, and passion for innovation

The assumption that both systems can be covered by the same people is anything but self-evident. Both disciplines follow completely different framework conditions. Above all, the skills of the innovation system must be developed in a targeted manner or, if necessary, obtained from the market.

Ultimately, the winner is the one who optimizes today and at the same time shapes tomorrow.

Club specification of the game philosophy

In order to bring continuity and stability to the playing idea, the playing philosophy should be specified by the club. Coaches are selected on the basis of this overarching philosophy. The coach is responsible for implementation.

In this way, long-term development is made possible and, at the same time, a change of coach prevents the introduction of a new playing philosophy that does not fit in with the existing squad structure.

Securing valuable coach know-how

What I can't understand: The know-how from the coach is not systematically managed in many clubs. Every coach brings valuable knowledge and their own approaches. However, when they leave, this knowledge is often completely lost as it has not been transferred within the club.

I recommend that clubs provide the head coach with an internal, talented assistant coach. Of course, the head coach can also bring in an assistant of his choice from outside the club.

The internal assistant will develop and ensure that the club's requirements are taken into account and that the knowledge and successful methods of the head coach are adopted within the club. In the long term, this assistant can take on the role of head coach themselves and a new cycle begins. This ensures continuity, the safeguarding of expertise and the targeted promotion of internal club talent.

External mentoring and exchange with experts

A targeted exchange with external mentors, technical experts and scientific specialists is an effective lever for the further development of specialist knowledge, thought processes and innovation skills in football.

Within systems, ways of thinking tend to become rigid as they are based on established processes and routines. The inclusion of external perspectives helps to question existing patterns, absorb new impulses and critically reflect on one's own actions. Specialists from practice and research contribute up-to-date knowledge, methodological depth and independent assessments to the process.

Using proved innovation methods and tools

Innovations do not arise by chance, but through structured processes. The targeted application of innovation methods and suitable tools increases the probability of successfully transferring ideas into practice.

More details in our blog:Practical and Creative Innovation Methods and Tools

Manager's dilemma: innovation cannot be forced

People become creative when they are allowed to work the way they live. In a trusting dialog and without fear of punishment. Especially in highly competitive systems such as business and sport, power, pressure and ambition rarely lead to genuine innovation. Innovation cannot be forced and cannot be squeezed out of people.

Innovation arises where people feel free and act because they really want to - not because they have to. Innovation arises less from power, pressure and ambition and more from fun, passion, curiosity, courage and love.

Offer: Mandate-based coaching and consulting

We support coaches and players through mandate-based, short-term coaching and consulting. Services are available on-site and online, in German, English, Italian, and French.

Our work combines in-depth tactical knowledge with proven innovation methods such as design thinking and systems thinking. This unique combination allows for targeted tactical improvements, smart reinterpretations, and even entirely new developments.

Whether in the role of sparring partner, game analyst, or data analyst, the focus is always on tactical support, the use of innovative methods, and purposeful professional and personal development. I look forward to hearing from you.

And when we finish thinking about innovation, it becomes clear:

The trends of tomorrow and the day after tomorrow are already present in today's football.

But if you want to recognize them, you can't just look with your eyes. What is needed is curiosity instead of routine. Depth instead of speed. Feeling instead of intellect. Because the new does not shout. It whispers.

And if you want to hear it, you need more than knowledge. It requires an inner attitude: open to the unknown, curious in thinking, humble in judgment, attentive in listening and ready to see behind the curtain.

It's time to go on a treasure hunt.

I created a motivational song for you with AI to go with this article It's about being brave and developing and trying out your own ideas. Enjoy

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footballytics – we know how to make the data talk

We support clubs, coaches, agencies and players with analysis and consulting services in the use and interpretation of data. To make better decisions in scouting, in match analysis and on the pitch.

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Blog von www.footballytics.ch  About Data Analytics in football. improve the game - change the ǝɯɐƃ

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