Celtic Football Club is at a crucial juncture in its season and perhaps at a crossroads that will determine the next ten years of governance.
The long tenures of board members— Michael Nicholson [2013], Thomas Allison since 2001, Sharon Brown since 2016, Brian Wilson since 2005, and the recent addition of Brian Rose in 2023—alongside Peter Lawwell, shifting from CEO to the Chairman’s throne, has been a bit like watching a player move from striker to goalkeeper – it’s the same pitch but a very different game. And while Lawwell’s financial footwork has been more balletic than a Nutcracker performance, his knack for dividing fan opinion could rival any Shakespearean protagonist. To be, or not to be: a chairman loved by the masses, that is the question.
Celtic’s domestic dominance is as undeniable as the fact that water is wet, yet our European ventures have been about as successful as a penguin’s attempt to fly. With nearly two decades gone since we last made a splash in the knockout stages, one can’t help but feel we’ve missed the boat—perhaps it’s time to build a new one, preferably with a more reliable compass.
Our domestic success is contrasted by the struggles of our Glasgow rivals, who have faced severe financial mismanagement, forcing them to restart in the lower tiers of Scottish football. Despite these circumstances, Celtic’s leadership has shown resistance to change, prompting a call from fans for new ideas and energy in the boardroom
Let’s take Peter Lawwell as a case study:
Peter Lawwell’s tenure at Celtic Football Club is a nuanced story of financial success and fan division. Recognised for guiding the club to a strong fiscal position, his personal financial gains from Celtic have also been a point of contention, highlighting a leader who has benefited significantly alongside the club. Lawwell has become somewhat of a polarising figure among fans, seen by some as the personification of the club’s challenges, particularly during periods of struggle.
For what it’s worth, I’m told that Lawwell has stepped back from transfer dealings, but I’d understand the skepticism from any Celtic fan hearing that. This skepticism is rooted in concerns over any continued influence and the rationale behind his return as chairman. Questions abound: Is his presence driven by ego, a belief in his indispensable leadership, or perhaps at the insistence of Dermot Desmond? The lack of transparency around these decisions only fuels further speculation and discontent among supporters.
Lawwell’s stance at the AGM in November, declaring Celtic as one of Europe’s best-run clubs, had the financial aficionados nodding in agreement. Yet, for the rest of us, it felt a bit like complimenting a chef solely on their ability to budget for food without mentioning the taste of their meals. Sure, the books are balanced, but what about the feast of football we yearn for, especially on European nights?
Conversations I’ve had with individuals close to Celtic also highlight a financial orientation; the drive to win the title and secure Champions League qualification is often discussed not in terms of competing on Europe’s grand stage, but rather for the financial windfall it would bring. The ambition to genuinely contend in the Champions League appears secondary, if considered at all, overshadowed by the pursuit of financial gains.
The gap between Celtic’s board and its fans is more than a mere oversight; it’s a significant divide that undermines the club’s unity. Instances of the board’s apparent indifference to fans’ concerns have been highlighted at fan forums, illustrating a relationship characterised by a concerning detachment. While some level of separation is necessary for effective governance, the extent of this disconnection suggests a need for a reevaluation of the board’s engagement with the fanbase.
The situation calls for a new chapter in Celtic’s leadership, one that priorities transparency, embraces necessary changes, and seeks to heal the rift between the club and its supporters. The focus should be on creating a culture that values inclusivity and forward momentum, ensuring Celtic not only honours its history but also aligns with the expectations of its passionate supporters that kept the club going during the awful COVID season. Paying full price for season tickets without watching a single minute from the stands.
The legacy of leaders like Lawwell is complex, marked by both achievements and controversies. However, as Celtic stands at this moment, it’s imperative to consider better corporate governance practices that could be the key to revitalising Celtic’s approach:
1. Rigorous Evaluations: Annual evaluations of board members to ensure they remain effective and aligned with the club’s ambitions.
2. Setting Term Limits: Introducing term limits to encourage innovation and prevent complacency.
3. Enhancing Fan Engagement: Increasing transparency and fostering a genuine dialogue with fans to ensure the club’s direction is in harmony with its supporters’ aspirations.
4. Strategic Succession Planning: Anticipating the club’s future needs with a focus on assembling a board that brings the right mix of skills and passion.
These are not new fangled ideas but what properly run companies do to make sure they are at their best.
The call for change at Celtic is not a challenge to its traditions but an appeal for evolution in its governance. The club must prioritise progress and excellence, recognising the importance of connecting with its fan base and embracing new ideas. As we remember the achievements of the past, it’s imperative to also focus on future success—both domestically and in Europe.
Celtic remains in contention for the league title this season despite currently facing challenging circumstances.
The quest for the league title this season is akin to scaling Ben Nevis in flip-flops—an admirable challenge but unnecessarily arduous, given the self-inflicted hurdles by our leadership. Winning against such odds would not only be a testament to the team’s spirit but also a stark reminder of the transformative change needed at the helm.
Success on the field should not mask the stagnation and complacency that can take root in a boardroom unchallenged for too long. The longer leaders occupy their comfortable positions without facing renewal or fresh perspectives, the more they risk becoming detached, uninspired, and ultimately detrimental to the club’s progress. To be frank, we’re beyond that point.
Celtic’s journey forward should be less about maintaining a safe course and more about charting new, unexplored territories. The time for change isn’t just knocking; it’s practically battering down the door, demanding we step into a future where success is measured not just by financial statements but by the echoes of our achievements across Europe . Let’s make sure our boardroom is ready to answer that call, with a vision as bold and gallant as some of the famous Celtic sides who have written themselves into football folklore.
