Revolutionary manager guides England to World Cup victory (Brazil 2014)

In 2014 when a relatively inexperienced manager guides England to World Cup glory, the business community will inevitably seek to learn what it can from the managerial and leadership style and structure of the victorious team.

The successful manager will be able to anticipate a lucrative book deal and a never-ending speaking schedule following in the footsteps of Sir Clive Woodward addressing managers eager to apply his (or, dare one even suggest, her...) management strategy to the employees on the jam tart production line.

As the bright-eyed managers line up at the book-signing after the corporate away-day, the questions on all their lips will include:

How much of the success was down to the tactical skills of the manager?

How did he manage to unite a disparate group of individuals into such a united, focused and effective team that were stronger collectively than they were individually?

How much of the team's success was due to the innovative managerial and team bonus and incentive scheme introduced by the FA in response to the debacle of 2010?

How did he succeed where others had failed?

But in the absence of any such victory, perhaps it's time for Fabio Capello (as the Chief Executive of England Football Limited) to answer the criticisms of his shareholders (the English public) in just the way he would have to do were he at the helm of a FTSE 100 organisation.

You were paid a salary far in excess of any of even your international rivals yet failed to deliver any degree of
success.

You surrounded yourself with a hand-picked, highly paid team of consultants, advisers and assistants who proved to be as ineffective as they were invisible.

You had the option to recruit your employees from (supposedly) the best talent pool in the world, but your selection decisions were at best questionable, and at worst divisive.

As CEO you were accountable for motivating and inspiring your workforce, but it was clear that not only did they have little confidence in you, but that also you failed to respond in any way to the unofficial 360-degree feedback offered by key personnel.

As CEO you were responsible for the maintenance and development of the England Three Lions brand and image. You failed in this responsibility.

Like most CEOs you agreed to a specific set of performance objectives (including guiding the England team at least as far as the World Cup semi-finals). You failed to achieve this particular priority objective.

In view of the above it has to be pointed out that you have lost the confidence of the vast majority of shareholders.

Were you a junior employee in this organisation it may be considered appropriate for you to be issued with a performance improvement plan, but as the most senior executive within this prestigious and (previously) much-loved business, you are asked to give serious consideration to your future.

You may wish to talk to the HR Director. He's very good at advising displaced executives.