The Tactixology ✓
@tactixology · joined 22 Apr 2023
Tactical Analysis | #EPL & #MUFC
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@tactixology Bored of it. We shouldn’t keep rewarding mediocrity just because we’ve already sacked other managers. Previous failures don’t make what we have now good enough.
But until there’s a complete change above the manager, we’ll keep finding ourselves in the same situation
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@tactixology OGC Nice: 9th manager in 7 full years.
Why would manutd be any different
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@tactixology It's because of their own decision. If carrick is sacked, wilcox should also be sacked. Horrible DOF doesn't have any clue to how to run a club
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It now seems probable that, for a 3rd season running, Ineos will be forced to sack a manager by January.
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1-1
In all honesty, getting the equalizer changes next to nothing. Nice if we manage to avoid another defear, but the general state of things has been quite abysmal here.
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Really hope the season gets back on track today.
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@tactixology There's some laws in life that can't be broken https://t.co/KgOTvSsa4z
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It sounds great in theory.
Just as it sounded great to Apple executives in the late 1990s to try and do everything, without firm devotion to anything.
Turns out, in practice, that can also get you 90 days to bankrupcty. Or to 90 minutes against Tottenham. https://t.co/IYkmCqllk
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High press can be used and dropped at will, same as deep & short build-up, same as any aspect of our game.
He believes freedom is to be found in this agnosticism; that not commiting to one approach means being free to pick any approach.
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Which brings us to the problem with United. As I wrote many times, for ETH, the players set not just the level of execution, but the initial intent.
For him, it truly is that technical comes first and tactics come last.
Ideally, he wants to have a team of intelligent, https:/
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Time is not infinite and whenever you decide to do something, you have less time for something else.
The concept of opportunity cost is something that Jobs understood very well.
If you try to do everything, you have fewer resources to focus on doing some things right. https://
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Maybe 15 or 20 years ago, it was enough to buy the best players, keep them motivated and hope they develop into a coherent unit.
But football has developed and it has developed radically. Almost every top team of the past 5-10 years had a clear identity. https://t.co/AtpBWKSqAI
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Even the most pragmatic coaches without a grand philosophy, reliant on elite talent, have to agree to trade-offs.
If they don’t place a high priority on transitions, for example, it will influence their recruitment wishes and training allocation.
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And in order to know how to create patterns, develop players and recruit new ones, you have to have a sense of where you want to go.
United know what happens when you just try to buy the best players, ignoring the game model, chemistry, profiles, squad composition. https://t.co
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Or as Pep once said, he creates tactical patterns to give his players a higher chance of success in execution: https://t.co/BPyHabQg0b
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I suspect, though, that this is closer to reality: some basic levels are needed for pretty much any tactical system.
Then, the tactical system and coaching become pivotal.
And then, the quality of personnel defines the eventual ceiling of your model. https://t.co/IkwRy6EWFy
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This is how football is seen through this theory: your player’s levels determine what your tactical intent can be, and what your coaching can do. https://t.co/KHE4O14m5L
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Which is why I fundamentally disagree with this notion that players alone dictate what the style will be.
And that tactics only come at the end of some team-building process, as a consequence of acquired technical capabilities.
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Even at Dortmund, Klopp knew he wanted heavy metal, not a silent orchestra. The idea was primary.
“The fans should not only recognise us by our black and yellow jerseys. Even if we play in red, everyone in the stadium should think: ‘Whoa, that can only be BVB.’” - Jurgen Klopp h
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1:25
When he came into Liverpool, Klopp knew how he wanted to play.
His key insight was that “no playmaker in the world can be as good as a good counter-pressing situation”.
And he started implementing it immediately, before every player in the team was up to it.
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Same goes for deep build up or central progression or final 3rd entries or any aspect of the modern game.
There needs to be a fundamental idea of what you want to achieve. And from that idea, no matter how basic or advanced, everything else follows. https://t.co/3fxC82NVf4
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And of course that how well you eventually press is going to depend on how intelligent and mobile your players are, how good your coaching and analysis staff are, how innovative your patterns are, how well you read the opposition.
But the initial intent had to be there. https://
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It has to begin with the idea: yes, we want to have high pressing in our toolbox. And we place - or don’t place - a great importance on it.
And that will influence who gets a new contract, whom you want to buy, what your video analysis & pitch sessions look like. https://t.co/v
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0:56
If you happen to have a pressing monster in your team, is that enough to be a great pressing team?
Of course not. Everyone would agree you need more: more press-inclined players, more coaching, more patterns.
But how do you get to that point? What makes you decide to recruit
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But who tasks the designers with that? Why do they get the time and money to work on it? Who supports them and gives feeback on early prototypes?
At some point, the organization had to say: yes, we want to build this. It makes sense for us to build this and not something else. h
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But it’s not a particularly insightful answer.
It’s like saying that the iPhone wouldn’t have existed without the designers skilled enough to design the iPhone.
Formally, that’s true - you can’t build what you don’t know how to build. https://t.co/yBgQkS0H3K
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What comes first and what comes last, the idea or the resources for the idea; the players and players’s skills, or the tactics and utilization of players?
The diplomatic answer, the view from nowhere, would be: they are equally important, one can’t exist without the other etc. h
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TECHNICAL VERSUS TACTICAL: Do players make the tactics or do tactics make the players?
In 1997, as the infamous story goes, Steve Jobs went back to Apple.
The place was in shambles: financially ruined, with a terrible corporate culture, bad products, misguided strategy, no htt
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Em comparação com contas do mesmo porte
7 posts dos últimos 90 dias, ao lado da faixa de 10K–100K seguidores. aparece muito além do próprio público, e esse público reage.
Mediana de visualizações4 224esta conta924mediana para 10K–100K
Alcance, %26.11%esta conta3.62%mediana para 10K–100K
Engajamento, %3.53%esta conta1.52%mediana para 10K–100K
| Métrica | Esta conta | Mediana para 10K–100K | Proporção |
|---|---|---|---|
| Mediana de visualizações por post | 4 224 | 924 | 4.57× |
| Alcance (visualizações ÷ seguidores) | 26.11% | 3.62% | 7.21× |
| Taxa de engajamento | 3.53% | 1.52% | 2.32× |
Outras contas desta faixa → Comparar com outra conta → Como estas referências são construídas →
Growth & engagement
How the posts we collected actually performed: views and reaction rate post by post, what the audience did with them, and where the follower count goes.
Views per post
3.8K2 Oct
4K
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6.4K
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4.2K20 Sep
5.9K
5.7K
12.3K
934
311
1.3K
Last 14 collected posts, oldest on the left. The scale is logarithmic: one post can outrun the rest a hundred times over.
Engagement rate per post
1.12%2 Oct
1.08%
1.24%
1.07%
0.61%
1.91%
1.19%
3.67%20 Sep
2.93%
5.31%
4.50%
3.53%
1.93%
1.73%
Reactions — likes, reposts, replies and quotes — divided by views. Median for 10K–100K accounts is 1.52%.
What the audience does
Likes65.4%3 080 in total
Reposts8.8%413 in total
Replies2.6%124 in total
Quotes1.1%52 in total
Bookmarks22.2%1 044 in total
Share of every reaction we collected for this account. Replies mean argument, reposts mean endorsement, bookmarks mean the post was worth keeping.
The follower curve appears once this account has two daily snapshots — we take one a day, and this one is on its first.
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