The New York Times calls the relationship between Argentina’s national coach and legendary player Diego Maradona and his star player Lionel Messi a “complicated tango,” but, hey, a tango it is! Just take a look at the breathtaking resemblance of these two famous goals and the synchronicity of the players’ movements (Maradona’s goal against England at the World Cup 1986 – still considered the best goal of all times – and Messi’s goal in a Primera Division game against Getafe in 2007).
June 19, 2010
May 16, 2010
FC Barcelona, Final Cut
I'm nervous as hell about the last, decisive game of the season against Valladolid, starting in about an hour.
December 19, 2009
September 17, 2009
Seen | Unseen
“Everything has symmetry when you just leave it where it is,” mathematician Marcus du Sautoy said in his talk at TEDGlobal in Oxford. Attending a TED conference is as asymmetrical an experience as you can imagine: Nothing is left where it is. The combination of riveting ideas and remarkable people you encounter is purportedly designed to disrupt your balance, routines of thinking, self-esteem, beliefs, values — even your sleep. After TED, you’re no longer congruent with your former self: You have seen things you have not seen before, you feel different, and you have been moved. Things have changed, and you know that only true passions cause real change.
After five days of delving into other people’s passions in Oxford, I felt that it was time to celebrate my own: football, a spectacle that combines archaic competition with sublime pleasure. In his scholarly essay “On the Alleged Dehumanization of the Sports Spectator,” Allan Guttmann describes football matches as cathartic events, “saturnalia-like occasions for the uninhibited.” So, on the first evening after TEDGlobal, I took the Jubilee line to London’s Wembley Stadium to see a rather meaningless preseason game between Tottenham Hotspur and a B-team of Europe’s current champions, FC Barcelona.
I’ve always thought — to paraphrase Pascal — that the sole cause of man’s unhappiness is that he does not stay in a football stadium. A football arena is my refuge, my cave, my playing field, my “manspace.” After all the elevation, elusion, and enthrallment at TEDGlobal, I was craving a simple point of reference and a naive familiarity that only a football field can offer. Like a good pop song, it provides something archetypal that is immediately and permanently relevant, a way to look at life, a worldview. Football, like all sports, offers clear rules, and thus, comfort in a world of growing ambiguity. It satisfies the unfulfilled stories of our lives waiting to be resolved, catalyzed, and made sense of — by one single elegant sequence of interactions and passes that lead to the eruptive, collective, and yet so private celebration of a goal.
Football is like theater. It condenses all human emotions, all possible developments of a story onto one big stage that lies at the center of our attention for 90 minutes or more. Football gives its players the power to be the “authors of their own ambition,” as Alain de Botton suggested in Oxford, when he spoke about 21st-century career patterns. De Botton heralded tragedy as a more humane way to embrace failure and posited, “Hamlet lost, but he was not a loser.” Football possesses this appreciation for tragedy, too. Hearts will ache. Promises will be broken. Somebody will lose. But losers they will not be.
The football stadium is a space where the boundaries between player and spectator are still defined, but the distance from idea to implementation, the gap between unseen and seen, is negligible. A football game is a train of thought, a breathless stream of consciousness, but it is also the very act of acting itself. What you see is what you get. Football is “the head and hand united,” in the words of Richard Sennett, or better, the head and foot united. It is an accelerated microcosm of innovation, where the idea is the prototype is the product.
Brazilian footballer Ronaldinho once described it as follows: “What I do, always before a game — always, every night and every day — is try and think up things, imagine plays, which no one else will have thought of, and to do so always bearing in mind the particular strengths of each teammate to whom I am passing the ball. When I construct those plays in my mind, I take into account whether one teammate likes to receive the ball at his feet or ahead of him, if he’s good with his head and how he prefers to head the ball, if he’s stronger on his right or his left foot. That’s my job. That is what I do. I imagine the game.”
Players like Ronaldinho or the uniquely gifted Argentine Lionel Messi are artists, and like artists “they set up expectations of symmetry and break them,” as Marcus du Sautoy put it, “[because] in everything, uniformity is undesirable.” Innovation, which is needed to advance on the pitch, is asymmetrical by its very nature. The whole game of football is one big attempt to break symmetry through imagination and beauty.
At Wembley, my gaze traced the distinct white of the chalk marking the sidelines and penalty areas on the field, the calm before the storm, disturbingly quiet. I studied the goals, as they stood there, monolithic and self-absorbed, fully aware of their power to attract and fulfill that one simple desire. I admired their majestic symmetry that is only destroyed when man, goalie, enters the scene.
Below the main stands, I spotted Pep Guardiola, Barcelona’s coach, who had won all possible trophies with his club last season. And I recalled what TEDGlobal speaker Itay Talgam had said in Oxford about great conductors: They create the “conditions for the process to take place.” This is true for great football coaches, too. They simply enjoy watching and letting go — gaining influence as they embrace the loss of control over time and space, as some of the great players have in rare moments.
Spanish author Javier Marías’ story, “In Uncertain Time,” portrays Hungarian football player Szentkuthy, who, in the final minutes of a critical game rallies forward on his own, shakes off two defenders, and overcomes the goalkeeper. All that is then left to do is to slot the ball into the empty net, but even as the whole stadium rises to respond to the goal, he refuses to shoot. Instead, he advances, and stops the ball right on the goal line. Then, as the goalkeeper and the two defenders come running towards him, “Szentkuthy rolled the ball an inch or so forward and then stopped it again once it was over the goal line.” “He had thwarted imminence,” writes Marías, “and it was not so much that he had stopped time as that he had set a mark on it and made it uncertain, as if he were saying, ‘I am the instigator and it will happen when I say it will happen, not when you want it. If it does happen, it is because I have decided that it should.’” Szentkuthy’s action “pointed out the gulf between what is unavoidable and what has not been avoided, between what is still future and what is already past, between ‘might be’ and ‘was,’ a palpable transition which we only rarely witness.”
I was looking at the lush green of the football pitch that still allowed all possible mathematical configurations, all possible combinations of play. Seeing the unseen, I thought, means the ability to create multiple stories. Like dancers, football players interpret space, each in his own way. Everything is possible because anything is possible. Just as life, unfolding, is inevitable, so it goes with the referee’s first whistle: “It ain’t why, why, why, it just is” (Van Morrison). It simply happens — and afterwards, legions of commentators and analysts will attempt to reconstruct it, explain it, and demystify it, in vain.
As the teams entered the arena, 60,000 fans began chanting. The players occupied their positions — both teams lined up in a 4-4-2 formation, in perfect symmetry, anxious for the action to come. How I wished I could have held this moment of uncertainty a little longer, as Szentkuthy did when he stopped the ball on the goal line. I was thinking of my soon-to-be-born daughter and how her life and mine will be immediately and forever asymmetrical from the very minute she enters the world. I was thinking of the endless array of possibilities ahead of her.
Then the game began. I’d seen the substance of things not seen. Nothing would ever be the same again.
From the upcoming special TEDGlobal design mind issue "The Substance of Things Not Seen," available next week
May 26, 2009
“More Than a Club” or What Brands Can Learn from “Barca”
I’m nervous, seriously nervous. In a few hours, in the Olympic stadium in Rome, FC Barcelona (or “Barca,” as its supporters call it) will face Manchester United, the other soccer superpower, in the game of all games, the final of the UEFA Champions League, the most important club competition in Europe (and the world, for that matter). Both teams have already won two trophies this season (their national leagues and national cups respectively), and a victory in Rome would see either one clinch the “treble.” For Barca, it would be a historic accomplishment – no other Spanish soccer team has ever won all three possible titles in one season. That’s not the only superlative in the lead-up to the game: Messi, Eto'o, and Henry – Barca’s offensive trio – have scored more goals together this year than the entire squad of any other European club.
I’ll be watching the game at a resort near Santa Barbara, and it’ll be the end of journey for me, in many ways: I have been following Barca’s triumphant season leading to today’s final in different cities all over the world on TV. I saw the team struggle against Lyon in an earlier round in a packed sports bar in Amsterdam; I bit my nails in a smelly pub in Austin when Barca remained goalless in the home tie against Chelsea; I took a day off from work in San Francisco to enjoy them trashing Bayern Munich 4-1; I was in Barcelona in a bar without any Euros but a kind bartender (the comfort of strangers) who even accepted a few lousy dollars for a beer that helped me make it through a dramatic away game; I followed games on the Internet live-ticker in Sonoma County in lack of TV; and I celebrated euphorically the decisive 1-1 goal in Chelsea in the semi-final with my best friend in Hamburg. After all these memorable moments, I realize that I am emotionally exhausted. There’s just enough sentiment left for today’s game. I will use it to cheer Barca to victory.
So I am a Barca fan, but you may wonder why in the world would an otherwise level-headed (I hope) German professional, living in San Francisco, be so crazy about a Catalan soccer team? Joan Laporta, FC Barcelona’s president, asked me exactly that question (more diplomatically phrased) when I met him briefly two years ago at an event at Stanford University, and I uttered something like “because Barca is more than a club.” I felt stupid and exposed as succumbing to the marketing formula the club had promoted for years: “Mes que un club.” But then I thought of that one remarkable moment in Bill Maher’s documentary “Religulous” in which he tries to make fun of the actor who plays Jesus in a Christian theme park in Florida. Not a difficult task, it seems, until that very actor asks him back, with great sincerity and earnestness: “So you think this is all made up and crazy talk. I get it. But what if you're wrong?” There’s a short pause, and Maher, the cynic, has just been disarmed. That’s exactly how I feel about my passion for Barca. Not that Barca is like a religion to me, but it is a matter of faith. It is something to believe in – the why doesn’t matter.
And yet, I could cite very good reasons for why Barca ought to be the favorite club of anyone who loves the “beautiful game.” In fact, Albert Schweitzer must have had Barca in mind when he coined his famous aphorism: “Do something wonderful, people may imitate it.” Much has been written about Barca’s aesthical play and its underlying philosophy. Barca’s style is a showcase of sparkling creativity, but what one must not overlook is the enormous tactical discipline and the intelligent organization that serve as the platform for the magic moments of Messi, Eto’o, Henry et al. The Barca superstars wouldn’t be able to shine without the works of Xavi, Iniesta, and Toure in midfield, and what pundits have rightly dubbed an “efficient ballet” is a collective movement of great fluidity and elegance, and a unique series of human-ball, human-human interactions that are a true pleasure to watch. One must also credit the incredible discipline that coach and former Barca player Pep Guardiola has introduced to the club this year. When a few players showed up one(!) minute late to a training session last week after winning the Spanish cup the night before, Guardiola reprimanded them and fined them – a symbolic act, of course, but one that reinforced the high standards of professionalism.
One of the other key elements of Barca’s supremacy is anticipation – the ability to predict the opponents’ moves and be just one crucial tick faster than them. This ability is based on the philosophy of “Total Football” that the Dutchmen Johann Cruyff and Luis van Gaal brought to Barcelona, and that Barca still cherishes. Total Football requires every player on the pitch to master any position at any time and to “read” the whole game from any angle. In this fluid system no player is fixed in their intended outfield role; anyone can be successively an attacker, a midfielder, and a defender. Total Football depends largely on the adaptability of each footballer within the team to succeed.
Barcelona embodies Total Football and is yet so much more than just football. To learn more about the genuine element of drama that no other club embraces in the way Barca does, I recommend you read Javier Marias' “All Our Past Battles,” a wonderful collection of stories around the “el classicos” between Barca and arch rival Real Madrid. You’ll understand the melodramatic quality of Barca’s defeats (and wins!), and the great poetry that surrounds all of its appearances, on the pitch and off. More than just once, Barca squandered opportunities to close in on a victory that was thought secure because the team’s abundantly talented players gave in to a seemingly insatiable quest for inspiration, artistry, and class rather than scoring a simple goal. The simple way is never the easiest for Barca. Barca’s striving for excellence feels nostalgic but at the same time very relevant and timely.
Franklin Foer also dedicates a whole chapter to the “Blaugrana” (Catalan for blue/red) club and its political undercurrents in his excellent “How Soccer Explains the World.” FC Barcelona was one of the first soccer clubs to be founded in Spain, and it became a haven for Catalan sentiment when Catalan self-government and culture were proscribed during Franco’s dictatorship. The club emerged as the playful manifesto of Catalonia’s spiritual independence, and since then, nowhere has soccer been more fundamental to the sense of identity than in Barcelona. Former Barca full back Oleguer even published a book which was about politics as much as his own career. Barca supporters joke that he only played when he was not on a protest march.
It is ironic that a club rooted deeply in Catalan nationalism has such an international following. But Barca’s appeal is so global precisely because its roots are so local. Barca represents the Catalan people while at the same time creating a sense of \belonging to “beauty and quality.” The meaning of Barca transcends the boundaries of sports and nations, and embodies the universal values of sportsmanship and integrity.
Every brand can take a page from Barca’s “magic ingredients”:
Aspiration: Barca has always set itself and its members daunting challenges to strive for and rally around. The latest one is “The Great Challenge” campaign which aims at growing the membership, fostering Barca as the biggest and greatest club in world soccer. Before the beginning of this season Barca also declared that its goal was to win all three competitions it participated in. Some may call this arrogance, but for Barca it's a brand driver. The “Big Hairy Audacious Goals” set by excellent teams always need to exceed the past ones. Motivation originates in the belief and opportunity to achieve the extraordinary – no matter what it takes. Under-promise and over-deliver is just good execution. Over-promise and over-deliver are the signs of a class act.
Only the best: Barca’s management and members are never satisfied with average, and they despise mediocrity. They understand top quality, tactically advanced soccer as a moral obligation. Only the best players make it to Barca where the competition is brutal. Analogous to GE's famous 10% rule, the lowest performing players in the team usually have to leave the club.
Social responsibility: Barca is fully owned by its members, unlike most other big soccer clubs - which are either in the hands of large corporations or American (Manchester United) and Russian (FC Chelsea) billionaires - and they possess significant voting power. This “power to the people” tradition reflects a distinct social conscience that is expressed in many ways. Sure, other clubs are using the power of their brands as well to do good, but no other club’s social responsibility is so deeply engrained in its DNA as Barca’s. Based on its spirit of independence, the club has always taken on broader social issues and played a pivotal role in promoting diversity, tolerance, and peace worldwide. Barca’s partnership with UNICEF is a statement of the club's continuing efforts to be at the forefront of solidarity projects with a global reach. Under the agreement, which bears the slogan “Barcelona, more than a club, a new global hope for vulnerable children,” Barca contributes to the financing of UNICEF humanitarian projects and endorses UNICEF on its shirts – as the only major European team not to wear an advertisement. Club president Joan Laporta rules out any type of commercial shirt sponsorship and instead seeks to promote a humanitarian message: "FC Barcelona is not only a football club, but a club with a soul.”
The real thing: To a European soccer fan living in the US who has grown accustomed to hyper-commercialized sports events, it is reassuring to see how purist the soccer experience still is in Barca’s stadium, the Camp Nou – a few pre-game commercials, no half-time show whatsoever, and all attention on the players, even during their warm-up exercises before the game. In Camp Nou, it is all about the “beautiful game.”
Charismatic reference point: Messi, arguably the world's best soccer player, serves as a reference point for team mates and fans alike. There is no one else like him, and he outshines all other soccer superstars with his playfulness.
Disruption: Powerful brands need an element of surprise. They should always take the freedom to ignore the quest for consistency and do what they want - irrationally, passionately, and with no regrets. Every three years or so, when a cycle ends, Barca’s management disrupts the existing team structure and builds a new squad. The rule is: Always change a winning team! By all standards of modern business, Barca is a professionally managed club but yet there is a sense that anything could happen anytime – almost like in a soccer match.
The Champions League final today will be another milestone in the saga of the Barca brand, regardless of who wins (2-1 for Barca, my prediction). Humility and hard work have been the traits of Barca's season so far, and in the end, dignity will matter more than titles and trophies at a club that is “more than a club.” And that exactly is the hallmark of a great brand: “Keep yourself clean and bright. You are the windows through which you must view the world,” the ancient proverb goes.
May 07, 2009
March 08, 2009
Business, Ethics, Barcelona: Doing Good When You’re Not Doing So Well
I just returned from Barcelona (where every tourist now seems to be tracking the path of Woody Allen's Vicky and Christina…), attending a few sessions of the Doing Good and Doing Well Conference organized by IESE Business School and Net Impact, an organization that connects MBA students interested in social responsibility.
That a leading business school is dedicating an entire student-run conference to the topic of responsible business is remarkable (HEC Paris will do the same soon in May, also in collaboration with Net Impact) but not an isolated phenomenon. In the past few years, several top business schools, such as Yale, Duke, Harvard, and Stanford, as well as pioneers such as the Presidio School of Management in San Francisco and the Bainbridge Graduate Institute in Washington State have begun to offer tailored programs to MBAs who want to marry traditional business skills with innovative approaches to solving social problems. Different from nonprofit curricula, which typically provide the fundamentals of fundraising and grant writing, these specific business school programs combine the finance and management training of a traditional MBA with electives that cover everything from how to get venture capital and invest in emerging markets to building sustainable energy sources. But conferences like IESE's indicate that social entrepreneurship is not yet fully integrated into all business school curricula and that it still needs the extra limelight. As long as not all business is social business, business that is not social will still find a safe harbor.
Business and ethics have of course been intertwined since the days of the Greek polis. Adam Smith, the spiritual father of the homo oeconomicus, wrote a "Theory of Moral Sentiments" before he wrote "The Wealth of Nations." And yet, business that is good for society has always been in need of being extrapolated through catchy labels (business ethics, CSR, corporate citizenship, social innovation, social entrepreneurship, etc.), invariably heralded as the Next Big Thing and slowly moving up the food chain from a window-dressing PR tool to a truly integral strategy driver. Recently, Fast Company coined the new, chic term "Ethonomics" and even made it one of the key pillars of its relaunched web site:
"We live in a world that's resource-constrained but ingenuity-rich. So an upstart generation of entrepreneurs – and innovators within the world's biggest companies – are founding businesses that are good for the world as well as the bottom line. They are practicing social change through urban revitalization, sustainable agriculture, green IT, alternative energy and online community-powered investing. Any business that claims to be truly sustainable and innovative should be increasingly efficient with energy and natural resources, transparent and accountable, and good on balance for people and other living things. Ethonomics is a hybrid of technology, design, and social responsibility, and at Fast Company we believe it is the future of business."
In Barcelona, this young upstart generation of entrepreneurs and innovators shared its ideas, seeking advice from those who had been in the field for some years. For example from Kyle Zimmer, the president and co-founder of First Book:
"Whenever you hit a point at which you feel you have no idea what you're doing (and if you don't reach that point quickly, you’re not moving fast enough), make a list with the ten most acclaimed experts able to answer your questions. And then call them one by one even if you have never met them or your list includes Bill Gates. It doesn't matter. Tell them your story and ask them for help. Some won’t call you back. In fact, I can pride myself with not having been called back by some of the most accomplished people in the world. But you’d be surprised how many will."
Jessica Jackley Flannery, co-founder and chief marketing officer of micro-lending marketplace Kiva, was another one of the veterans present, and her talk made most of the MBA students in the audience beam. Social entrepreneurs are simpaticos, of course, and you'd be hard pressed to find a MBA student these days who would not want to be a social innovator. Wall Street fame is so yesterday. Flannery epitomized the case for a new 'meaning' and emphasized the power of storytelling: "If we all understood each other's stories, the world would be a better place." Stories create empathy, and empathy breeds the solidarity needed for taking action. In light of the dire economic situation in developed countries, Flannery half-jokingly said she wouldn't be surprised if a young entrepreneur in Uganda were soon to lend money to a job-less banker in Manhattan. Globalization in reverse. In any case, innovative banking such as Kiva's is no longer only focused on helping developing economies. New web-enabled finance 2.0 models and infrastructures attempt to overcome the financial crisis in the US.
Entrepreneurs and innovators may be much needed these days, but "how can you be doing good when we are not doing so well?" the conference asked. With almost 14% unemployment in Spain, it was brutally aware of the need to discuss the creation of "Sustainable Value in a Downturn." Aside from the assumption that recessions can hold tremendous opportunity for any entrepreneur (as Christopher Gergen and Gregg Vanourek point out), social entrepreneurs in particular seem to weather the current investment pullback rather well. The Skoll Foundation is currently conducting a survey, to be presented at the Skoll World Forum in March. Preliminary results indicate that most of the social entrepreneurs have been affected by the economic downturn in some way or other, but only 10% of the respondents say that they have been severely affected.
"A crisis is a terrible thing to waste," Paul Romer (now famously) said, and hopefully the current recession will not lead to a Great Depression but a "Great Disruption" (Paul Gilding) that requires us to build the foundation of our economy from the ground up. In his brilliant post on "How To Be a 21st Century Capitalist," Umar Haique writes that "Capital deepening is the foundation of next-generation value creation." By that he means "assets with intrinsic, durable, human value – not the lemons Wall Street was in the business of hawking. It is only by capitalizing the things we really value that the spark of value creation can be lit again." He predicts that "next-generation businesses will be built on next-generation assets:" "Yesterday's businesses were built on cash, factories, and IP - financial, physical, and intellectual capital. Next-generation businesses are built, instead, on human, social, natural, and cultural capital – to name just a few."
March 01, 2009
May 24, 2008
Frank Rijkaard: A Long Goodbye With Style
Frank Rijkaard, the Dutch coach of Catalan soccer outfit FC Barcelona (Barca), left the club after five years. He won two Spanish league titles as well as the Champions League, but he failed to get any silverware for the proud club in the past two years, which left Barca’s president Joan Laporta no other choice than to ax him. It was a long goodbye that had been on the horizon for a while. Not even titles may have changed things. Everyone knew that Rijkaard’s time in Barcelona was over.
He was sacked with style, though, and he himself showed remarkable consistency and humility throughout not only the overall very successful five years but also the past two months at the helm. It was “unbearable,” Rijkaard admitted after a humiliating 4-1 defeat against arch rival Real Madrid a few weeks ago, which marked the absolute low point of a tempestuous season. Yet the way he kept up his optimism and integrity in the face of the unfolding tragedy was impressive. Rijkaard always defended his players and never criticized them in public. He assumed full responsibility for disappointing performances, and never blamed the referee or the circumstances. Instead, he absorbed the anger and frustration of the fans with stoic calm and an unshakable work ethic that was always directed towards the next game.
In his last game for Barca, a romping 5-3 victory over Murcia, young striker Giovanni Dos Santos scored a hat-trick. Each time the teenager scored, each goal eclipsing the previous one for deftness and beauty, he turned towards Rijkaard. Highly unusual for him, the coach was on his feet, all smiles, lifting both hands in the air and cheering as if his team had just won the Champions League final. It was a remarkable moment, a moving outburst of joy in the overtime of his tenure. When nothing really matters anymore, everything matters – especially the small gestures that distinguish a man from a gentleman and a successful coach from a great one.
Rijkaard understood all too well that, in the end, dignity mattered more than titles and trophies at a club that is “more than a club.” That’s the hallmark of a great brand, a great vision: Never let the critics doubt it, and never let them destroy your spirit. “Keep yourself clean and bright. You are the windows through which you must view the world,” the ancient proverb goes. "Frank has been true to himself from beginning to end," Rijkaard’s assistant said in the last press conference. “It has been an honor to work for this club,” Frank Rijkaard added.
February 18, 2008
Collaborative Competition: Sport for a Better World
Here's an innovative approach to facilitating social innovation: a "collaborative competition" leveraging sports.
Ashoka's Changemakers and Nike have partnered to open a worldwide search for projects that use the transformative power of sport to promote social change. Ashoka is a citizen-sector support system for social entrepreneurs. Changemakers is building the world's first global online "open source" community competing to surface the best social solutions, and then collaborating to refine, enrich, and implement those solutions.
Changemakers invited users worldwide to submit innovations to what it calls a "collaborative competition" -- an "interactive solicitation to identify and develop innovative, workable solutions to the world's most entrenched social problems." Competition entries were posted online and made available for anyone to view and collaborate with by providing new ideas, asking insightful questions, and providing connections to new resources. Pro bono crowdsourcing!
Out of 382 submissions, the finalists have now been chosen by a high-profile jury, including Nawal El Moutawakel, member of the International Olympic Committee; Joan Laporta, president of F.C. Barcelona; Ann Veneman, executive director of UNICEF; Mel Young, founder of the Homeless World Cup; Mark Parker, president & CEO of Nike, Inc.; and Sheila Johnson, businesswoman, philanthropist, and CARE ambassador.
The final winners, however, will be determined by you.
You have until March 3 to vote for your three favorite social projects.
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