Developing Scouting Departments has been a crucial tool in the recent decades for major Clubs and, on a different level, Academies.

From a more rudimental approach, to a more professionalized approach today, along with the development of different tools and technologies helping Clubs and Scouts to provide better insights and reports, Scouting players as been here for long time.

We must realize that.

Moreover, it was always a differentiator within Clubs – those that invested more time and effort in finding better players, usually ending up having more success, either expressed in more wins or better teams and, consequently, more players reaching the top.

Who doesn’t remember that old approach of a visionary (regularly connected to big Clubs) finding talents on the streets?

Do you think was a coincidence that people connected to big Clubs were spending more time watching Football in different environments?

Today, in modern Football, Scouting has take major steps and although it keeps playing a fundamental role in shaping the success of a Club, became way more specific, measurable, statistic-driven and, definitely, less raw. 

A well-structured Scouting Department helps Clubs identify Talent, optimize Recruitment, and maintain a competitive edge in the Market. 

Additionally, it helps to create the standard the Club wants to set, organizing each Department and Sector accordingly, defining Strategies, Roles, Responsibilities, Evaluation & Assessments, Monitoring and Accountability for each of them.

Therefore, developing an effective Scouting Department requires, at a start, a blend of Strategic Planning, modern Technology, and a clear Vision.

Here’s how Clubs can build a High-Performing Scouting System:

1. Defining the Club’s Scouting Philosophy

Before building a Scouting Department, a Club must define its Scouting Philosophy. 

To understand this, merging the Clubs Vision, Mission and Objectives is crucial, just as answering questions as:

• Where, within the Clubs Organizational Chart is the Scouting Department located?
• Whom is in functions? What are they roles and duties?
• To whom they report?
• Then, what kind of players fit the club’s Playing Style, Culture, and Financial Strategy?
• Are they related to the Clubs Player Profile, or is the Coaches Decision to set the Profile needed?
• Who makes final decisions?
• What processes are in place? Video or in person? Or video and in person observations? 
• Are reports to be done? Shadow-Teams? How many per week, month, year?
• What Platforms to use?
• Etc

Some Clubs may prioritize Young Talents with high resale value, while others seek experienced players to strengthen specific areas or positions.

It’s normal.

Different Clubs, different needs.

However, a clear Philosophy, aligned with the Clubs Vision and the Team’s needs, with clear processes and expectations, helps Scouts focus on the right Profiles and ensures Consistency in Recruitment decisions.

2. Organizing an Organizational Chart

Here, becomes very relevant to understand this concept – very connected with themes spoken before as Governance.

Understanding your Club’s Organizational Chart is immensely important to start defining roles, tasks and expectations – or materializing the Vision, Mission and Objectives into a Strategic Planning and Action Plan to act upon.

Bigger Institutions will, naturally, have more Departments, as they will most likely be able to generate more revenue streams and, therefore, have higher potential investment power.

However, that doesn’t mean you should implement Strategies.

Money doesn’t buy wisdom.

Be creative, think long-term, in creating higher gains in the future.

Maybe, just by setting your Technical Director responsible to spend 1 weekend per month only making Scouting on specific Players already targeted by your own Coaches when they play against them is a start.

And we all need to start somewhere!

3. Structuring the Scouting Department

Similarly, the setup of the Scouting Department will diverse depending on the investment power available, as virtually everything.

As an example, a Professional Scouting Department is typically divided into different roles, each with a specific responsibility:

• Head of Scouting: Oversees the Department, aligns Scouting Strategies with the Club’s Vision, and Coordinates the network (agents, other Scouts, Coaches, events, etc). This role normally involves a direct relationship with the Club’s decision makers – Sports Director and Board.
• Regional Scouts: Focus on specific Countries, Regions or Leagues, gathering Intelligence on emerging Talents. This person reports directly to the Head of Scouting.
• Video Analysts: Use Data and Video footage to assess Player Performance remotely before conducting live Scouting. This person is in direct contact with the Regional Scout, merging forces and aligning strategies between video or in-person observations, and reports directly to the Head of Scouting, if needed.
• Technical and Data Analysts: Utilize Analytics to identify Key Performance Metrics and trends in Player Development. This Department can be a merge between different Departments (as Performance Department, Technical Department and Scouting Department) and has the ability to understand trends and results before spending time, resources and efforts in observations. As a team work, there must be a fast and clear Communication between Departments directly with the Head of Scouting.

A well-structured Team ensures efficient Data Collection, Assessment, and Decision-Making.

3. Implementing a Data-Driven Approach

Football Scouting has evolved significantly with the rise of Data Analytics. 

Clubs now integrate traditional Scouting with Advanced Statistics to enhance Decision-Making. 

Key Performance Indicators (KPIs) such as expected goals (xG), passing accuracy, and sprint speed provide deeper insights into a Player’s abilities.

Platforms like Wyscout, InStat, and Opta allow Scouts to analyze thousands of Players without attending every Match in person. 

Combining Data with live scouting ensures a comprehensive Evaluation of potential signings.

I would go even further and approach it from a different angle, saying that these Platforms, besides the clear advantages in terms of number of Matches available to observe, the alignment between Player Profile and Data create the avoidance of time-waste in great manner. 

As an example, if you’re looking for a side-back for a team as Ruben Amorim at Manchester United, you automatically understand that the target player needs to be able to run X kilometers per Match, at a certain speed, crossing abilities (from a qualitative and quantitative perspective), dribbling skills, etc.

Now, you just need to replicate this approach for different positions, systems, etc.

And this may be different from Youth to 1st Team, naturally.

But I will delve there below.

4. Establishing a Talent Identification Model – for Youth Academies

To maintain Consistency in Player Evaluation, Clubs should develop a Talent Identification Model. 

This framework includes, among others, criteria such as:

• Technical skills: Passing, dribbling, shooting, and first touch.
• Tactical intelligence: Positioning, decision-making, and adaptability.
• Physical attributes: Speed, endurance, and strength.
• Psychological aspects: Mental toughness, leadership, and resilience.

By standardizing these metrics, creating a numerical and measurable relationship, Scouts can compare Players objectively and reduce the risk of costly Recruitment mistakes.

Again, understanding the importance of measurable elements.

5. Developing a Scouting Network

A successful Scouting Department requires a strong Network of contacts across various levels of Football. 

Collaborations with local Scouts, Agents, and Academies provide firsthand information about emerging Talents. 

In addition, establishing relationships with Clubs in different regions can lead to Strategic Partnerships for Talent exchange.

This element is, again, aligned with the Governance themes and Multi-Club Ownership themes discussed recently.

By investing in Youth Scouting Programs, Clubs (or Groups) are ensuring that potential stars are identified early in their Development and guidance is provided.

7. Aligning Scouting with Financial Planning

Besides a few exceptions, that have larger resources, and even those don’t last forever, Football Clubs operate within Financial constraints, making it essential to align Scouting Objectives with budgetary realities. 

Considering the challenges of Sustainability (not to mention Profitability), we all know the challenges that Football Clubs face in the industry.

This is the reason to bring this to discussion today.

The best Scouting Departments find a balance between signing established Players and identifying Cost-effective Talents with high potential resale value.

Some Clubs define this statistically, as 60-30-10 rule, where the sweet-point (as Players to Sell) are located the 30% share of a Football Team. 

Some are more raw on their approach and don’t take this so methodically.

Regardless, the alignment is crucial.

Recruitment should be seen as a long-term Investment. 

Clubs that Scout intelligently can generate significant returns by developing and selling Players at a profit.

And this is a must for everyone, no exceptions.

Avoiding this important Revenue Stream is literally turning your Club into a time-bomb, in terms of Sustainability.

I hope, by now, we all understand that a well-developed Scouting Department has the potential to be a game-changer for Football Clubs.
Always had, and still has.

By combining traditional Scouting methods with Data-driven insights, Clubs can identify top Talents, reduce Financial risks, and build a Sustainable Model for success.

For clubs looking to gain a competitive edge, this is a no-brainer Strategy, and the message is clear: Scouting is not an expense—it’s an essential Strategic Investment.

How is your experience with Scouting Departments?
Do you agree with this article?

Let’s discuss!