This is the fourth part of my series of concise, activity-based explanations of the Viable System Model. These are designed not only to support learners but also to provide ideas for VSM coaches and consultants (especially, when it is about explaining it to clients).

Part 4: A professional football club through the lens of the Viable System Model

This is a mapping of typical activities for a professional football club.

System 1 (Operational Units – Different Team Types)

Each team operates as an independent unit, delivering value through their matches, training, and community engagements.

1. The professional men’s team competes in league and international tournaments.
2. The professional women’s team competes in its respective leagues and championships.
3. The amateur teams (men and women) participate in lower-tier competitions.
4. The youth academy trains young talents and develops future professional players.
5. The kids’ teams focus on grassroots training and local tournaments.
6. Specialized teams for esports engage in digital competitions representing the club.
7. Community or legacy teams (e.g., old stars or charity matches) engage with fans and sponsors.

System 2 (Self-Coordination)

Ensures smooth interaction between the teams and prevents scheduling or resource conflicts.

1. Coordinating match schedules across professional, youth, and community teams.
2. Managing training ground usage for multiple teams.
3. Synchronizing medical and physiotherapy resources for all players.
4. Aligning travel logistics for away games across different teams.
5. Ensuring kit and equipment availability for all teams.
6. Harmonizing media appearances and fan engagements.
7. Scheduling shared events like annual team photos or promotional activities.

System 3 (Operational Management)

Oversees all operational units (teams) and ensures efficient resource allocation and compliance with rules and regulations.

1. Managing player contracts and renewals across all teams.
2. Budgeting for transfers, salaries, and operational expenses.
3. Evaluating performance metrics (e.g., wins, attendance, and sponsorship revenue).
4. Overseeing facility maintenance, including training grounds and stadiums.
5. Managing sponsorship deals and ensuring alignment with brand values.
6. Recruiting staff such as coaches, scouts, and analysts.
7. Auditing compliance with league regulations (e.g., financial fair play).

System 3* (Audit and Monitoring)

Periodically checks System 3’s effectiveness and identifies anomalies or opportunities for improvement.

1. Reviewing team performance through analytics and reports.
2. Conducting financial audits to ensure compliance and efficiency.
3. Monitoring player health and fitness through medical evaluations.
4. Auditing youth academy processes to identify rising talents.
5. Evaluating the club’s fan engagement and market performance.
6. Observing training sessions to assess coaching effectiveness.
7. Reviewing the effectiveness of marketing campaigns.

System 4 (Development and Strategy)

Focuses on external opportunities, market trends, and long-term planning for the club.

1. Developing scouting networks to identify potential player signings.
2. Planning infrastructure expansions, such as stadium upgrades.
3. Analyzing competition to adjust strategies for future seasons.
4. Building a global fan base through international partnerships.
5. Incorporating new technologies like performance analytics or AI scouting.
6. Adapting to trends like esports or women’s football for diversification.
7. Launching youth academies in new regions to tap into talent pipelines.

System 5 (Identity and Policy)

Defines the club’s core values, long-term vision, and cultural identity.

1. Upholding the club’s traditions, such as iconic colors, symbols, or anthems.
2. Defining a long-term vision (e.g., “Global leader in football and community impact”).
3. Establishing ethical policies, such as promoting diversity and inclusion.
4. Setting goals for community involvement, such as local charity initiatives.
5. Aligning all activities with fan expectations and historical legacy.
6. Reviewing decisions to ensure alignment with the club’s mission.
7. Celebrating milestones like anniversaries or championship wins.

Algedonic Channel (Signals of Pain and Pleasure)

Provides critical feedback that triggers a response from the metasystem (System 2–5).

1. A professional team victory (pleasure) → System 5 reinforces club identity; System 4 capitalizes on the success for branding.
2. A youth team producing a star player (pleasure) → System 4 integrates them into the professional squad.
3. A major injury to a key player (pain) → System 2 reallocates medical resources; System 3 audits training practices.
4. Financial strain from poor ticket sales (pain) → System 4 revises marketing strategy; System 3 reviews budget allocations.
5. Fan outrage over a controversial decision (pain) → System 5 revisits policies; System 3* investigates communication gaps.
6. A breakthrough sponsorship deal (pleasure) → System 4 explores new opportunities for expansion.
7. Underperformance of a team in a tournament (pain) → System 3 reassesses coaching; System 3* audits team preparation processes.

I hope this example gives you a feeling of what the systems of the VSM are doing and how thew are related to each other via an inclusive logic.

Check out VSMGPT to learn more about the Viable System Model

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