Inside soccer’s data renaissance | MIT Technology Review


Davis and his team of researchers employ advanced data analytics to reveal a range of (beg your pardon) game-changing findings that are shifting pro clubs’ decision-making. “His lab is the most influential sports analytics lab in soccer,” says Hugo Rios-Neto, data recruitment lead for Royal Sporting Club Anderlecht in Belgium. They’ve helped teams better evaluate their rosters, conceived ways to assess how efficient (or not) strategies are, and developed algorithms that uncover hidden tactical patterns.

Like, for instance, the value of kicking the ball out of bounds close to the goal and letting your opponent throw it back into play—a move that’s been popping up in some of the world’s top leagues over the last few years.

To make the statistical argument for this seemingly counterproductive move, Davis’s group built a training data set composed of more than 1.4 million passes and some 60,000 throw-ins—partly from the 2022 World Cup. They used tree ensemble models (essentially a mashup of decision trees) to simulate the tactic. The conclusion, which the researchers presented in a 2024 paper under the apt title “Boot it”: When the ball is in the middle third of the pitch, kicking it out of bounds on your opponents’ side of the field can put you within 10 actions (think passes and dribbles) of a goal. That can be a big deal in a game that has 1,500 or more actions per match and very little scoring. The idea, Davis explains, is that you’re setting yourself up to recover the ball in an advantageous situation.

Beyond providing discrete game-day insights, Davis also occupies a unique niche in the world of sports analytics, where many clubs now hire their own internal data teams to maintain a competitive edge. He makes most of his research freely available via open-source analytics tools, but the academic life also affords him the freedom to tackle more complex problems—like standardizing in-game data, a project that will make it easier to parse game footage and come up with winning strategies. 


Davis, 45, grew up in Wisconsin and spent his childhood enraptured by basketball and (American) football. Soccer was largely a nonentity to him until college, when the 2002 World Cup—in which Brazil famously swept the tournament—reeled him in. But the notion of going on to dissect the sport never crossed his mind. His doctoral studies in computer science at the University of Wisconsin–Madison had him working with radiologists to analyze mammography reports. 

In October 2010, he joined KU Leuven as a computer science professor looking at the intersection of AI and health care, with a focus on monitoring athletic performance. His research team studied, for instance, combining things like heart rate with other metrics to determine whether someone was overtraining. They also dove into the biomechanics of running.

The tactical and technical aspects of sports, and soccer specifically, became the subject of Davis’s professorial work when he hired Jan Van Haaren, an engineering student focused on artificial intelligence and a self-described soccer fanatic. He wondered if data analysis could be used to study things like passing, shooting, and ball progression—metrics the game was only just beginning to digitally crunch at the time. 

Davis realized that machine learning and other artificial-intelligence tools lent themselves well to the complexity, fluidity, and speed of soccer.

You need not be well versed in the moneyball-ization of pro sports to see that it’s relatively easy to apply deep statistical work to baseball or basketball. You can isolate actions like jump shots and assign value to ones taken close or far away. Soon a basketball coach realizes that a player who can’t make a layup, but shoots roughly as well from the three-point line as on mid-range jumpers, might as well go for the shot that gets more points. 



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ZDNET’s key takeaways

  • Staff who use AI can end up with more to do, not less.
  • Think carefully about the tools you’re using and why.
  • Adopt a set of standards and refine your outputs.

The promise of productivity boosts from AI can come with an unwelcome side order of stress. Harvard Business Review found that AI doesn’t reduce work; it intensifies it, leading to cognitive fatigue and unsustainable hours.

While the common perception is that AI can help reduce workloads, allowing employees to focus more on higher-value and more engaging tasks, HBR’s research found that staff using AI worked more quickly and often ended up with more to do, not less.

Also: Forget productivity: Here are 5 strategic shifts that drive real AI value

While we’ve written about how some professionals are finding ways to turn AI’s time-saving magic into a productivity superpower, we’ve also recognized that some employees have started to become tired with the low quality of AI outputs.

Ankur Anand, group CIO at tech recruiter Harvey Nash, said professionals who want to avoid cognitive fatigue must understand how to use AI effectively and its potential risks.

“That focus will help to reduce the noise around the workload that AI creates,” he told ZDNET, suggesting that many people have unrealistic expectations about the productivity boost that AI will provide.

Also: Why I ditched Copilot for Claude in Word, Excel, and PowerPoint – and how you can, too

“Many organizations are telling their people, ‘We want to understand how you’re making an impact with AI,'” he said. “But these professionals are not empowered, which means that using AI adds a lot of pressure, because they need to prove themselves on their own terms.”

If you’re going to make the most of AI at work, then you’re going to have to find an effective balance between completing tasks quickly and producing high-quality work. 

Here’s how the experts believe professionals can ensure they reap the benefits, not the problems, of AI — and they suggest that you’ll need to focus on three core areas: tools, guidelines, and outputs.

Limit your toolset

Alex Read, senior enterprise product manager for data at energy provider EDF UK, told ZDNET that the best way for professionals to reap the benefits, not the challenges, of AI is to be uber-focused on tools that help you produce value in your roles.

While there are thousands of potential AI-enabled services on the market, Read said sensible professionals limit their horizons.

Also: How this travel company’s AI rollout drove a 73% satisfaction boost: A 5-step playbook for your business

In his own role, for example, Read focuses on how AI can help him build a data platform and update information accurately, efficiently, and productively: “Anything outside of that scope is noise for me.”

That sentiment resonated with Nick Pearson, CIO at technology specialist Ricoh Europe, who told ZDNET it’s important to take a step back and think carefully about how an AI tool can help you produce value in your role.

“If you think about the phrase ‘gen AI,’ the tech is very good, by definition, at generating outputs,” he said. “I could go to bed in the evening, set the model to work, and we could have four new IT strategies produced overnight.”

Also: Worried AI agents will replace you? 5 ways you can turn anxiety into action at work

However, quantity doesn’t necessarily mean quality. Pearson suggested it’s important to focus on AI’s blind spots, particularly as most models are trained on preexisting content.

“AI can’t inspire people, per se; it can’t naturally create something new, because it’s actually quite recursive,” he said.

“And the judgment you have to put in sometimes, on top of everything else, whether it be an ethical or a capability judgment, is not there automatically in the technology.”

It’s in this gap, said Pearson, that human experts play a critical role: “We’re toying with that concern as an organization and saying, ‘Where does AI really play an important role, versus where are we upskilling people in areas that AI probably won’t play for a long time?'”

Work to the guidelines

HBR’s research found that an initial productivity surge when AI is adopted can lead to lower-quality work, turnover, and other problems as people work harder rather than smarter.

To correct this issue, HBR said companies need to adopt an “AI practice,” or a set of norms and standards around AI use that help professionals ensure they use AI in a constrained but productive manner.

Also: 90% of AI projects fail – here are 3 ways to ensure yours doesn’t

At EDF UK, Read is part of an internal AI Center of Excellence in enterprise IT, which enables policy for the effective use of AI across the wider organization. 

In addition to Read, who contributes input from a data-use perspective, the group includes other tech representatives, such as the firm’s senior manager of AI, principal software engineer, and principal solution architect.

“The remit of this center is to make sure that, when the federated business units are looking to build, develop, and deploy AI services, they have platforms, guidance, best practices, architectural assets, and materials to guide them on how to safely and efficiently adopt AI and operationalize it at scale,” he said.

Some of the key themes the center considers when assessing AI tools are scalability and reusability, ensuring a proposed service doesn’t replicate one already in use.

Also: 5 ways to use AI when your budget is tight

“All new tools and services related to AI will go through that hopper and funnel to understand scope and ensure the security, regulatory, and ethical side of things are understood,” he said, suggesting that all professionals should use their organization’s pre-existing guidelines to foster an appropriate exploitation of emerging tech.

“The benefit that guided approach brings is that it allows us to be clear in our messaging around what AI services can be used, how they’re used from a use-case perspective, and ultimately, what personas are allowed to use them.”

Refine your outputs

Even when tools are assessed and considered acceptable, there can still be an overreliance on AI outputs. Worse, some professionals can drown in the insights they receive, leading to higher stress and fewer benefits.

Louise Newbury-Smith, head of UK&I at technology specialist Zoom, told ZDNET that one way to ensure your outputs are constrained is to focus on prompting.

“Use simple amendments to be specific, such as ‘Give me the top three things with the biggest impact.’ That approach should guide your prompt, rather than saying, ‘Give me everything you know about this topic.'”

Also: 5 ways to fortify your network against the new speed of AI attacks

Newbury-Smith said the successful use of AI is all about being smart about how it’s exploited, and that effectiveness comes down to enablement and engagement. If a prompt yields too much information, refine it until you get what you need. She said this should still be faster than trying to get answers without AI.

The basic message for professionals is that effective applications of AI are all about you staying in the loop, said Bernhard Seiser, vice president of digital, data, and IT at AOP Health.

Think before you use AI, and think again before you push your outputs around the organization.

“It doesn’t help the business if you get AI-generated emails that are many pages long, and then you need ChatGPT to summarize the text,” he told ZDNET.

Seiser said that while there are certain tasks generative AI is good at and worth using for, in the end, “you need to use your brain.”





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