One of my mates put this very well structured point about the business side to the decision...
From a slightly different point of view: a business point of a view.
Firstly, I am going to congratulate Mr Levy on a really smart move. Lets not forget that Mr Levy is a very good businessman.
It is summed up in one line from My Levy's PR statement: 'Harry arrived at the Club at a time when his experience and approach was exactly what was needed.'
Read that line. Then read it again.
My Levy had a strategy and My Levy has implemented that strategy. When he employed Harry, he knew it was not a long term placement. It's called the Peter Principle.
"The principle holds that in a hierarchy, members are promoted so long as they work competently. Eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain, being unable to earn further promotions. Peter's Corollary states that "in time, every post tends to be occupied by an employee who is incompetent to carry out its duties" and adds that "work is accomplished by those employees who have not yet reached their level of incompetence." "Managing upward" is the concept of a subordinate finding ways to subtly "manage" superiors in order to limit the damage that they end up doing."
"In an organizational structure, the Peter Principle's practical application allows assessment of the potential of an employee for a promotion based on performance in the current job; i.e., members of an hierarchical organization eventually are promoted to their highest level of competence, after which further promotion raises them to incompetence. That level is the employee's "level of incompetence" where the employee has no chance of further promotion, thus reaching their career's ceiling in an organization.
The employee's incompetence is not necessarily a result of the higher-ranking position being more difficult. It may be that the new position requires different work skills which the employee may not possess. For example, an engineer with great technical skill might get promoted to project manager, only to discover he lacks the interpersonal skills required to lead a team."
Harry had reached his limit. He seems to think he has more to offer our Club, but with one year left on his contract, I think Mr Levy knew he didn't have any more to give. His recent negative attitude and run of results shown that he was now being destructive, rather than productive.
