The best coaches are thieves, stealing ideas from others to stay at the top of their game

T he ball was sent long, launched off the right boot in the hope of getting his team up the other end to put pressure on opposition defenders. Possession was lost, though, and the visitors took control, quickly regained the territory and nearly scored on the counter. The fan next to me bemoaned this waste of an attack from the hosts, claiming short passes at speed are a better way of playing than that “lazy” style.

All this took place at Twickenham, where it was fascinating to analyse the differences and similarities between rugby union and football. I spent last Sunday at England’s victory over Italy in the Six Nations, watching the preferences for slower build-up or a more direct approach. It was supposed to be a day off, something completely different from my day-to-day roles, but I was fascinated by what the sports can take from one another and seeing the tactical theories on show and how they could influence other sports.

Football is all-consuming in my life because of my punditry in the men’s and women’s game, leading the government review into women’s football and working on a project, The Second Half, to help female footballers transition into a career outside the sport. I have, however, recognised the need to look externally to find the best ways to progress and innovate.

If an organisation stands still, it will go backwards. The best are always looking to take that next step to keep them ahead of rivals. Pep Guardiola and Jürgen Klopp are innovators on the pitch, coming up with new tactics, whereas Brentford and Brighton innovate in recruitment. They all do what is required to progress.

Sir Alex Ferguson was another who never rested on his laurels. For example, he brought in a vision specialist, the late