How Arsenal chiefs responded to BATE Borisov defeat as pressure grows on Unai Emery

first_imgHow Arsenal chiefs responded to BATE Borisov defeat as pressure grows on Unai Emery Unai Emery’s side slipped to an embarrassing defeat against BATE Borisov on Thursday (Picture: EPA)Arsenal’s hierarchy were unable to hide their shock in the wake of perhaps the most embarrassing defeat in the club’s European history.Having beaten the Belarusian minnows 10-2 over two games during the Europa League group stages last season, Arsenal were expected to make short work of the same opposition on Thursday, despite the difficult playing conditions and injuries to several key players.Instead, Stanislav Dragun’s first half header secured an unlikely first leg win for a side which cost just £200,000 to assemble and one which hadn’t played a competitive fixture in nearly two months. According to the watching trio of Rahul Sanllehi, Vinai Venkatesham and Huss Fahmy struggled to comprehend what they had witnessed as the final whistle blew with the recently appointed managing director sat slumped in his chair.AdvertisementAdvertisementMore: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man CityEmery signed a three-year contract in the summer but one which included a break clause at the two-year mark and with results having taken a significant downturn since Christmas, his position is already under scrutiny.Champions League qualification remains the Spaniard’s primary objective and although Arsenal are currently only one point adrift of fourth placed Manchester United and expected to comfortably overturn the deficit against BATE, performances on the pitch are starting to concern fans. Comment Arsenal were beaten by a team that was assembled for around £200,000 (Picture: Getty) Metro Sport ReporterSaturday 16 Feb 2019 12:28 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link310Sharescenter_img Alexandre Lacazette will miss the second leg through suspension (Picture: Getty)Speaking after the defeat in Borisov, Emery said: ‘I trust in our players and I trust in our stadium and supporters. There are two matches. Tonight’s match is important but we can’t [be knocked out in it], we are going to play a second match next week.‘I trust in our work to prepare for the next match and to have a different result at Emirates Stadium.‘I respect [BATE] and I know about them because we watched matches they played. An organised team, defensively a good team and good at transitions. We worked to stop them in these actions but they scored one goal and in the transitions we worked well to stop another situation defensively for us.’More: Manchester United FCRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starNew Manchester United signing Facundo Pellistri responds to Edinson Cavani praiseEx-Man Utd coach blasts Ed Woodward for two key transfer errors  Advertisement Advertisementlast_img read more

How One Consultant Sleeps at Night

first_imgEvery few months, I read or hear another reformed management consultant come clean about their experience in the business and what it’s really all about. The shocking revelation actually follows a fairly predictable script, involving some combination of the following confessions:Lavish spending on travel and accommodations: Consultants rack up travel and accommodation expenses to no apparent benefit of the client.Shady billing practices: They bill by the hour and aren’t accountable to their results.Playing politics: They give their stakeholder the answer they want to hear, not the correct one.No leg to stand on: They know less about the company they’re working with than the executives who hire them.I first came across these in college while thinking about pursuing a career in consulting. They were eye-opening. The projects seemed interesting, but the lack of accountability pushed me off of consulting entirely. After a while, when I realized the tell-alls weren’t the first of their kind and wouldn’t be close to the last, they started to bug me. If I could figure it out as a college senior after reading a couple of memoirs, how were the authors only realizing this 20 years into a consulting career? Had they never heard the “consultants borrow your watch to tell you the time,” jokes, or seen the absurd (but I must admit, very entertaining) Showtime series House of Lies? Were they really that naïve? The truth is, it’s an open secret that traditional consulting suffers from a crippling lack of accountability due to misaligned incentives. Consultants know it, and the executives who hire them know it. They participate for the mutual benefits, and then deprecate the business once they’ve left. It’s all part of the show. So if I’m part of that show, and I’m not retiring, why am I writing this? The simple answer is that I’ve never really considered myself a consultant, and few of us working here really do. Yes, our projects, at a high level, are pretty much identical to an HBS case study. But I don’t feel the same lack of accountability that permeates the confessions. Our ownership stake in the companies we consult won’t allow it.Why I Will Never Be Able to Write a Traditional Management Consultant “Tell-All”Here’s how that structure nullifies each of the first three items the typical reformed management consultant writes about in his or her post-retirement confession:Travel and accommodations: Modern marvels of science such as the telephone and the internets have allowed us to do most of our work remotely, so we don’t often need to rack up travel expenses.Billing practices: We don’t bill by the hour, so it’s never in our interest to make a mountain out of a molehill. We do have a quarterly service contract, but it isn’t a profit center for the company.Politics: We’re literally invested in the companies we work with and don’t make a profit on our consulting engagements, except in that they make our ownership stakes more valuable. That dynamic removes the pressure to be a yes-man just to satisfy the client. We give our honest opinion and don’t agree to projects unless we think they’ll make an impact.Which brings us to #4, the admission that no consultant tell-all would be complete without: Consultants know less about the clients they’re paid millions to consult than those clients themselves. This actually isn’t wrong. In fact, it’s the definition of consulting. I can’t pretend to be as knowledgeable about the API ecosystem as the industry veterans at Mashery, or as in-tune with cloud backup technology as my counterparts at Intronis. I’m not any smarter than they are, and I don’t always have better industry contacts. What I do have are a very particular set of skills, acquired from executing a similar market research process in rapid succession with a number of our portfolio companies. With each iteration, I’ve absorbed a different perspective from the stakeholders involved and had a chance to tweak the process. In my short year and a half at OpenView, I haven’t had nearly enough time to become an expert at all things marketing, sales, or business development. But I have had the chance to learn the horizontal slice of each of them that concerns primary and secondary research.The True Value of a Good ConsultantThat’s really what a consultant brings to the table: the ability to become an expert at something that happens too seldom at a single company to develop an expertise. It’s not magic or genius. It’s just reps and focus. As long as there is management consulting, there will be ex-management consultants writing confessions on their way out. They’ve been so busy exaggerating their impact and expertise over the course of their career, that they’ve never had time to stop and think about how a consultant can actually add value for their clients. If that helps them sleep at night, confess away. I, for one, don’t plan on writing one and I’ll still get in eight solid hours.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThislast_img read more