Competitive Strategies Unveiled

Can AIK Balance Financial Stability and Sporting Success?

AIK Fotboll finds itself in a complex situation where the club’s ambition to establish itself as a Nordic top club and compete in European tournaments clashes with economic realities. According to AIK’s 2024 financial report, revenues have increased significantly to 289.5 MSEK (from 240.1 MSEK the previous year), but the club still faces an operating deficit of -76.8 MSEK, which is only partially covered by a 70 MSEK net transfer income. At the same time, AIK reports a net result of -4.2 MSEK, an improvement from last year's -21 MSEK, but still a clear sign that AIK lacks a sustainable financial model.

CEO Fredrik Söderberg and sporting director Thomas Berntsen both have a clear vision for AIK’s future, but their strategies differ significantly. Söderberg emphasizes the importance of financial stability, reducing operating losses through cost-cutting measures and increased profitability. Meanwhile, Berntsen is more results-oriented, advocating for greater investment in the squad to elevate AIK to a new level.

The key question is whether AIK’s current financial position allows for a push to become a dominant Nordic club or if its sporting ambitions must be adjusted to align with a more sustainable financial strategy.

Berntsen’s Vision vs. Economic Reality

Berntsen has highlighted several clubs that AIK should take inspiration from, arguing that AIK should operate as a big club with ambitions reflecting its size and fanbase. He points to FC Copenhagen, Bayern Munich, and even Bodø/Glimt as examples of how AIK should approach squad building and sporting strategy. According to him, AIK should act as a dominant force in the Nordic region rather than being trapped in small-scale development strategies. However, this mindset risks clashing with the club’s economic reality and the financial structure of Swedish football.

Financial Stability vs. Short-Term Results

Söderberg is pushing for economic stabilization through cost reductions and revenue growth. He views squad value and strategic player recruitment as key factors in achieving long-term financial sustainability. In contrast, Berntsen prioritizes a result-driven AIK, believing the club should operate more like FC Copenhagen, focusing on sporting success rather than player sales.

The problem is that AIK, unlike FC Copenhagen, does not have the economic dominance in Sweden. FC Copenhagen can plan and budget for annual qualifications to the Champions League or other European tournaments, providing the club with stable revenues and enabling short-term investments. AIK lacks this structural competitive advantage and risks falling into a cycle where they must continuously sell their best players to cover costs.

Identity Crisis: Tactical Flexibility or a Clear Strategy?

Berntsen emphasizes the importance of flexibility and adaptability, arguing that AIK should not be locked into a single formation or playing style but instead adjust based on available players and opponents. This approach differs significantly from clubs like Bodø/Glimt, which have built their success by strictly adhering to a clear playing philosophy and recruitment strategy. By consistently playing an offensive 4-3-3, focusing on local talent alongside carefully scouted signings, and never compromising on their identity, Bodø/Glimt has created a long-term sustainable football project.

What sets Bodø/Glimt apart is that their entire organization—from the board to the CEO, sporting director, and coaching staff—works toward the same unified vision. The club maintains a clear red thread in everything they do, ensuring that every decision aligns with their playing style and long-term strategy. They recruit players not just based on individual talent but on how well they fit within the system and club culture. This consistent approach has allowed them, despite limited financial resources, to compete at a high level in Europe.

Which Path Should AIK Take?

AIK has two potential paths forward:

1. Development-Oriented Approach – Focus on a clear playing style, develop homegrown players, and be strategic in recruitment. Build a strong local identity, giving young talents opportunities to grow in an environment tailored to the club’s philosophy. The challenge is that this requires patience, but it could establish the foundation for sustained success.
2. Results-Oriented Approach – Prioritize short-term sporting success and attempt to generate revenue through European competitions. The issue is that AIK lacks the financial strength to fully commit to this strategy.

At present, AIK appears to be facing an identity crisis. Does the club want to focus on developing talent and increasing squad value, or does it want to prioritize winning now at all costs? The answer to this question will determine AIK’s future trajectory.

Sources:
Interview with Fredrik Söderberg, Expressen.se, May 27, 2024.
Interview with Fredrik Söderberg, Fotbollsthlm.se, September 21, 2024.
Interview with Thomas Berntsen, Fotbollsthlm.se, January 10, 2025.
AIK Fotboll AB Year-End Report 2024.