Harvard Case - Futbol Club Barcelona: "Tiki-Taka" Gone Bust?
"Futbol Club Barcelona: "Tiki-Taka" Gone Bust?" Harvard business case study is written by Edi Soler, Miguel Duro, Javier Rivera de Asis. It deals with the challenges in the field of Accounting. The case study is 11 page(s) long and it was first published on : Dec 17, 2019
At Fern Fort University, we recommend that FC Barcelona (FCB) implement a comprehensive strategic transformation focused on three key areas: (1) redefining its "Tiki-Taka" playing style to adapt to the evolving football landscape, (2) optimizing its financial operations to ensure long-term sustainability, and (3) enhancing its organizational structure and culture to foster innovation and performance excellence. This approach will ensure FCB remains a global football powerhouse while navigating the complexities of the modern football industry.
2. Background
FC Barcelona, one of the world's most renowned football clubs, has faced challenges in recent years, with its iconic "Tiki-Taka" playing style becoming less effective and financial performance declining. The club's reliance on a specific style and its high spending on players have contributed to its struggles. The case study highlights the need for FCB to adapt to the changing dynamics of the sport, improve its financial management, and strengthen its organizational structure to regain its competitive edge.The main protagonists of the case study are:
- Josep Maria Bartomeu: Former president of FCB who oversaw the club's decline in performance and faced criticism for its financial management.
- Joan Laporta: Current president of FCB who inherited the club's financial challenges and is tasked with leading its turnaround.
- Ernesto Valverde: Former manager of FCB who implemented a more pragmatic approach to the 'Tiki-Taka' style, but ultimately failed to deliver consistent success.
- Ronald Koeman: Current manager of FCB who is tasked with reviving the club's playing style and achieving competitive results.
3. Analysis of the Case Study
To analyze FCB's situation, we can use a framework that considers the club's strategic, financial, and organizational aspects:
Strategic Analysis:
- Competitive Advantage: FCB's 'Tiki-Taka' style was once a key competitive advantage, but it has become predictable and less effective against modern defenses. The club needs to evolve its playing style to regain its edge.
- Industry Dynamics: The football industry is increasingly competitive, with clubs investing heavily in players and infrastructure. FCB needs to adapt to this new landscape and find ways to compete effectively.
- Strategic Objectives: FCB's strategic objectives should focus on achieving consistent success on the field, maintaining financial stability, and developing a sustainable business model.
Financial Analysis:
- Financial Performance: FCB's financial performance has declined in recent years, with high wages and transfer fees contributing to its debt burden. The club needs to improve its financial management and reduce its reliance on debt.
- Financial Structure: FCB's financial structure is heavily reliant on player sales and sponsorship deals. The club needs to diversify its revenue streams and create a more sustainable financial model.
- Financial Reporting: FCB's financial reporting should be transparent and accurate, providing stakeholders with a clear understanding of the club's financial position.
Organizational Analysis:
- Organizational Structure: FCB's organizational structure needs to be streamlined and more efficient to support its strategic objectives. The club should consider decentralizing decision-making and empowering its managers.
- Culture: FCB's culture should be one of innovation, collaboration, and performance excellence. The club needs to foster a culture that embraces change and encourages continuous improvement.
- Leadership: FCB's leadership needs to be strong and decisive, capable of guiding the club through a period of transformation.
4. Recommendations
To address FCB's challenges, we recommend the following actions:
1. Redefining the 'Tiki-Taka' Playing Style:
- Develop a Hybrid Style: FCB should adopt a hybrid playing style that combines elements of its traditional 'Tiki-Taka' with modern football tactics. This could involve incorporating more direct play, counter-attacking strategies, and a greater emphasis on physicality.
- Invest in Tactical Flexibility: FCB should invest in coaching staff and training programs that develop tactical flexibility and adaptability. This will enable the team to adjust its playing style based on the opponent and the situation.
- Recruit Players with Diverse Skillsets: FCB should recruit players with a diverse range of skills, including pace, power, and defensive solidity. This will create a more balanced and adaptable team.
2. Optimizing Financial Operations:
- Reduce Wages and Transfer Fees: FCB should implement a more disciplined approach to wages and transfer fees, aligning spending with the club's financial capacity.
- Diversify Revenue Streams: FCB should explore new revenue streams beyond player sales and sponsorship deals. This could include developing its own media platform, expanding its global brand, and investing in e-sports.
- Improve Financial Management: FCB should implement robust financial controls and accounting procedures to ensure transparency and accountability. This includes implementing activity-based costing to accurately allocate costs and improve decision-making.
3. Enhancing Organizational Structure and Culture:
- Streamline Organizational Structure: FCB should streamline its organizational structure, reducing layers of management and empowering decision-making at lower levels.
- Foster a Culture of Innovation: FCB should create a culture that encourages innovation and experimentation, both on and off the field. This could involve establishing a dedicated innovation team or partnering with universities and research institutions.
- Develop Performance Indicators: FCB should develop clear and measurable performance indicators to track progress towards its strategic objectives. This includes financial performance metrics, player performance indicators, and fan engagement metrics.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with FCB's core competencies in developing talented players and playing attractive football. They also support the club's mission to achieve success on the field and maintain its status as a global football icon.
- External Customers and Internal Clients: The recommendations consider the needs of FCB's external customers (fans, sponsors, media) and internal clients (players, staff, management). They aim to create a positive experience for all stakeholders.
- Competitors: The recommendations take into account the competitive landscape of the football industry, recognizing the need for FCB to adapt to the evolving dynamics of the sport.
- Attractiveness ' Quantitative Measures: The recommendations are expected to improve FCB's financial performance, increase its competitive advantage, and enhance its brand value.
- Assumptions: The recommendations assume that FCB's leadership is committed to implementing these changes and that the club's fans and stakeholders will support the transformation.
6. Conclusion
FC Barcelona faces significant challenges, but it also possesses the resources and potential to regain its position as a global football powerhouse. By redefining its playing style, optimizing its financial operations, and enhancing its organizational structure and culture, FCB can achieve long-term success and secure its place in the history of the sport.
7. Discussion
Other alternatives not selected include:
- Maintaining the 'Tiki-Taka' style: This would be a risky strategy, as it would likely lead to further decline in performance.
- Selling key players: This could generate short-term financial gains but would weaken the team and damage the club's brand.
- Merging with another club: This would be a drastic measure that would likely be met with resistance from fans and stakeholders.
The key risks associated with our recommendations include:
- Resistance to change: Some players, staff, and fans may resist the changes proposed.
- Financial constraints: The club may face financial constraints in implementing the recommendations.
- Competition: The football industry is highly competitive, and FCB may face challenges in achieving its objectives.
The key assumptions underlying our recommendations are:
- Leadership commitment: FCB's leadership is committed to implementing the recommendations.
- Stakeholder support: FCB's fans and stakeholders will support the transformation.
- Financial resources: FCB has access to the financial resources necessary to implement the recommendations.
8. Next Steps
The following steps should be taken to implement the recommendations:
- Develop a detailed implementation plan: This plan should outline the specific actions to be taken, the resources required, and the timelines involved.
- Communicate the plan to stakeholders: FCB should communicate the plan to its fans, players, staff, and other stakeholders to ensure transparency and build support.
- Monitor progress and adjust the plan as needed: FCB should regularly monitor progress towards its objectives and make adjustments to the plan as needed.
By taking these steps, FCB can embark on a journey of transformation that will lead to long-term success and ensure its place as a global football icon.
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Case Description
Alexandre (Sandro) Rosell, the new president of Futbol Club Barcelona (FCB), took office on July 1, 2010, one day after the previous board and its president, Joan Laporta, had presented the club's financial reports for the 2009/10 season, which covered July 1, 2009 to June 30, 2010. A few weeks after the annual accounts report was released by Laporta's board, Rosell and his board reformulated it. The reformulation made negative adjustments of more than ?90 million, causing losses of ?79.6 million, which resulted in ?48.7 million of accumulated losses from the previous board's seven fiscal years (2003-2010). In the largest assembly in the history of Futbol Club Barcelona to date, the 1,202 delegate members of FCB (representatives of all its members), were faced with the decision of whether or not to approve the reformulation presented by Rosell and, in accordance with sports law, file a lawsuit against Laporta and his board of directors to claim compensation for the accumulated losses. The case describes a situation in which, in the words of Sandro Rosell, FCB members must ""make the most important decision in the history of the club."" ""There have been accumulated losses of ?48.7 million; part of the club's assets have been sold in an attempt to balance the books; there has been an ingrained culture of wastefulness and terrible property investments"". But it is not fair that the president with the most sporting successes in the history of the club has to stand before the law and be sued by Barça itself. It is not fair because the aforementioned board of directors made the three best decisions in the history of the club: to get rid of the Boixos Nois, to partner with UNICEF, and to sign Guardiola; and because Barça, despite losing a lot of money, has achieved its greatest growth and highest revenue ever.
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