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Iturns out the manager endured a loss to lower-league opposition. Survive losing a crucial European final against one of the worst Tottenham teams for many years. He could survive losing at home against domestic rivals, a lowly league position, an unwavering system, laying waste to the team's most promising homegrown talent, a poor winning percentage, calling his team the worst the club has ever seen. But there was a single opponent against whom the Portuguese coach would not be allowed to dance. You come at Jason Wilcox, and you best not miss.

Regrettably, like many a top-flight defender during Blackburn Rovers' championship 1994-95 season, Amorim came at the executive and appears to have failed. Even the most distracted of readers will notice the paradoxical situation: a manager who frequently berated at his players for failing in individual battles succumbing when confronted by the white heat and animal charisma of one of the Premier League’s most intimidating football executives.

And frankly, this whole painful saga seems to paint the director in a whole new light. It may have been easy, given his nine months in a similar role at Southampton, to view Jason Wilcox as little more than a functionary in the United exoskeleton: an individual whose appointment was due largely to his friendship with his former boss Omar Berrada rather than any verifiable talent. How mistaken everyone was. In brilliantly outmanoeuvring United’s feted head coach, just as he bested the hapless a previous executive before him, he has demonstrated to be among the sport’s strategic masterminds: a strategic mind that United’s mid-table rivals will now be justifiably concerned.

A Strategic Clash Regarding System and Philosophy

To illustrate, this was Jason Wilcox who having been part of the leadership that appointed the rigid 3-4-3 advocate Amorim in the first place, played a key role in attempting to convince him to abandon his beloved 3-4-3. Naturally, these pleas were resisted. But perhaps such directives carry more weight when issued by a man with the unimpeachable soccer background of Jason Wilcox, holder of three England caps and a role in a title-winning side from 31 years ago.

Perhaps in time Jason Wilcox may be persuaded to outline his thought processes to the rest of us. Maybe one day questions may arise regarding why the coach is departing with a full payout, without any compensation reduction clause in place. But Jason Wilcox seldom speaks in public, and with very good reason. The real thinkers of this sport – individuals such as Jason Wilcox – simply operate at a level exceeding our mundane comprehension. If he ever did speak, most likely we would perceive is a series of ultrasonic blips and four-dimensional whirring. Desiring an explanation is not equivalent to being prepared to receive.

An Ultimate Authority Behind Command

But of course, by focusing our attention on Jason Wilcox we are obscuring the true genius behind the modern United throne. The director is, after all, merely executing the directives of his line manager Sir Jim Ratcliffe, who privately has made very clear his desire for a four-man defense. According to reports, the owner has also suggested playing Bryan Mbeumo as a right wing-back. Ratcliffe is keen for United to adopt analytics and analytics. Per reports, during a leadership summit early in his minority ownership, he announced that the team's approach of play “will be decided in this room”.

Ultimately, Sir Jim is a specialist in these intricate footballing stuff, leveraging his previous experience in petrochemicals and yachting. Above all he is incredibly rich, and it is known, the rich are the best of us: more insightful, sagacious, strategically brilliant, fundamentally superior. Who else could one trust to manage a strategic plan of cost-cutting, the construction of a modern arena that looks similar to an abstract design, the acquisition of Benjamin Sesko?

A New Football Hierarchy: Directors Above Coaches

This is a trend that is becoming prevalent in top-tier of the game. For decades, clubs foolishly delegated big footballing decisions to subordinate staff like managers, scouts – players themselves. Perhaps it was once feasible for an up-and-coming, innovative manager with ideas and energy to go into a club and implement their plan through to completion. Yet how many companies have such individuals established? How many mass redundancies have they managed? Far preferable to invest the real power where it belongs: the leadership tier, the casually dressed executives, the individuals with the jaw-dropping LinkedIn profiles. It is wiser to determine the tactics in the boardroom and hire a coach who will adapt their methods accordingly. If coaches were formerly chefs, they have become more like delivery personnel: not responsible for the food, yet finally accountable if it arrives poorly or fails of the box.

Nowadays, their job is increasingly not about defining the vision and more about marketing it: the receptionist of the operation, the public face of an organisation they can do little to influence. A coach at Chelsea takes a squad of literal children into the Champions League and secures domestic cups, and essentially is dismissed for speaking out. Wilfried Nancy sees his standing damaged while the people who appointed him continue to make errors indefinitely.

A Modern Corporate Football: Accountability Only for the Few

And possibly on some microcosmic level this is simply corporate governance at work: the rise of a privileged elite who can never be wrong, whose decisions remain sacrosanct, whose mistakes can always be sacked away without explanation. Hire the 3-4-3 coach and then fire them for playing excessively 3-4-3. Bring in the process guy and later discard him for taking too long. And most importantly show gratitude; for the incremental season ticket price rises, for the latest player acquisitions, for the fact that the grownups – regardless of their expertise – are in charge.