Bernhard Peters. Not a familiar name within the beautiful game, certainly not on these shores, and until a week ago, admittedly, it was as unknown to me as most. 

I chanced upon a report about the search undertaken by Aberdeen for a new manager. Rather than opt for the traditional route they have, reportedly, opted to utilise the expertise of a German football and sports consultancy to not only bring forward the best candidates but also create a durable ethos and culture that will transform the club, from the senior figures to young players and both everything and everyone in between.

It's ironic to refer to Aberdeen not so long after speculation around Will Still, Reims and Sunderland - the Dons another club based in the North East and where glory firmly belongs to a bygone era. For many clubs this may seem a needless task when there are, on the face of it, a plethora of experienced figures who could fulfil the role.

 

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But this is Sunderland and that tried and tested route has tended to result in failure. There may be the odd exception, there may be periods of promise but when a club has had as many managers as Sunderland over the last ten years, as well as the numerous times their hand was weakened through adversity and financial incentives were necessary to entice, then you have to consider all options, including those possibly seen as away from the norm. 

In trying to create a genuine renaissance the club cannot allow football snobbery to dictate the process. They should be unafraid of innovative thinking and breaking new ground to find a structure and personnel that begins to remedy serial underachievement. 

I am not advocating the specific use of the aforementioned Peters and his aides. More the notion of being unrestricted, and disregarding age old narratives about how the fluctuating fortunes of a club can become more stabilised and sustainable. There are, of course, no guarantees that it would bring success. Football has too much variation to be overly confident regarding the future. 

 

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What we do know, however, is that Sunderland have lurched from the trophy laden to the new kids on block, from once international managers to those who would have that responsibility in future. 

The common bond for them, certainly in the context of Sunderland, is that within a relatively short period things go awry. That is without factoring in whether many have possessed the same hunger and desire that may have been evident elsewhere. 

There has to be bravery, the club can’t simply look elsewhere and deduce that what has worked for them can have similar outcomes on Wearside. Nor can it place its complete faith in one person, especially those who operate in such a transient environment.

Sometimes you wish Sunderland could take a year out – go through an entire root and branch overhaul which could set the scene for what follows over years and years. The creation of an identity that is underpinned by meaningful intent and a proactive approach to realise it, and that becoming sustainable to the point it becomes the default position has greater acceptance within football circles as to what the club now represents.