Based on research by Lucien von Schomberg, Katharina De Vita, Stefano Ghinoi, Riccardo De Vita and Grace O’Rourke
In the heart of Belgium, a football academy – KRC Genk – buzzes with quiet intensity. Coaches huddle over data sheets, young players lace up boots with dreams of stardom, and behind the scenes, a task force assembles — not just to talk tactics, but to ensure that the academy stays at the forefront of developing talent. This task force is composed of individuals selected from within the academy- taking a bottom-up approach that leverages their expertise. By including external knowledge, this task force can also challenge the status quo and promote innovative thinking.
This isn’t a story about goals or glory. It’s about how the implementation of innovation happens when no one’s watching — in the conversations between colleagues, the trust built over coffee breaks, and the invisible networks that shape bold decisions. This task force conceptualises and implements a strategic vision to redefine the academy’s approach to developing talented football players in the age of data and technology. But how do these innovations diffuse throughout the organisation?
“We as an academy should do anything in our power to question everything. In all we do, it should be: Why do we do this? And what will be the result of that?” – KRC Genk Staff
In the recent study led by NUSC member Lucien von Schomberg (University of Greenwich) researchers interviewed and surveyed the staff of KRF Genk and used Social Network Analysis to get in-depth insights into how sport organisation innovate in high-pressure, performance-driven environments. This study was made possible due to the unique access Dr von Schomberg had to the participants- he himself used to work at the football academy and was part of the task force. This detailed work offers fresh insights into how innovation is embedded in practice that apply well beyond the pitch.
The researchers mapped how advice was exchanged to both generate ideas and implement ideas and, in doing so, could generate a map of how information flowed between the 49 staff members in thee academy.
“I think that everything is about a good connection, good communication and good decisions, but you can only make the right decisions when the communication is truly correct”. – KRC Genk staff
Von Schomberg and colleagues found that members of the academy often tend to exchange advice with the same people for generating and implementing ideas, but when it came to generating ideas, they seem inclined to connect with more people, compared to the advice network developed for implementing ideas. Certain task force members connected individuals within the academy, acting as brokers, and as such were in a position that enables them to potentially influence the entire academy. These members bring together ideas, experiences and skills from everyone in the academy, avoiding fragmentation in the team and ensuring a cohesive network for the sharing of ideas is in place. Think of your organisation, who are these brokers in your network?
So, what can we learn about innovation from football academies?
- Formal structures are the backbone of strategic innovation. In high-performance environments like sport organisations, they provide clarity, coherence, and a shared agenda — ensuring that innovation aligns with core values rather than chasing novelty for its own sake. By assembling task forces from within the organisation and integrating external expertise, these structures challenge entrenched norms, reduce resistance to change, and create space for bold, purposeful thinking. Without them, innovation risks becoming fragmented, misunderstood, or ignored.
- Informal networks amplify impact: The task force’s success depended on members’ ability to build and engage with diverse informal networks, both inside and outside the organisation. Whilst formal structures are necessary to appropriately and efficiently manage resources, it is the informal networks that help support the exploration and exchange of new ideas.
- Innovation is relational: These networks facilitated idea generation and implementation, especially when innovation needed to align with core organisational values.
- Cohesion and knowledge exchange: Task forces helped build internal cohesion while leveraging external expertise — a dual dynamic that embedded innovation across the organisation.
To know more about this research, including fascinating interview quotes from the KRC Genk coaches and their complex and balanced views on innovation, read the full research article here.
Sport organisations often face a tension between long-term strategic goals and short-term performance demands. This study shows that innovation isn’t just about having the right tools or strategies — it’s about connecting people across boundaries. The findings resonate beyond sport, offering lessons for any organisation navigating complex, fast-moving environments.
We began by stating this wasn’t about goals or glory. But maybe it is. For leaders seeking to surpass goals, to attain glory, for leaders navigating complexity — whether in sport, education, urban systems, or beyond — this research offers a clear message: innovation thrives where structure meets trust.
What’s your organisation’s hidden network? Start mapping it. Start nurturing it. Because the future of innovation isn’t just strategic — it’s social.
💬 Join the Conversation
Innovation doesn’t happen in isolation — and neither does insight. We’d love to hear your thoughts:
How does your organisation balance structure and creativity?
What role do informal networks play in your workplace?
Drop a comment below and share your perspective. Whether you’re in sport, strategy, urban systems, or beyond — your experience adds to the conversation.
Let’s build a network of ideas, together.
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Disclosure: This blog post was drafted and polished with the assistance of AI tools to enhance clarity, structure, and engagement. AI was also used to generate accompanying images where applicable. All content has been reviewed and approved by the author and named lead researcher to ensure accuracy and alignment with the intended message.