This paper examines the organizational competitiveness and strategic transformation of an elite professional football entity in the Greek Super League during the period 2018–2020, using Panathinaikos as a case study within a comparative framework including Olympiacos, AEK, and PAOK. This period marked a phase of enforced reorientation for Panathinaikos due to UEFA sanctions for overdue debts and the club’s exclusion from European competitions, which resulted in extensive squad renewal and increased reliance on academy-developed players. The aim of the study is to identify the factors shaping Panathinaikos’ strategic position, diagnose the causes of its lagging performance, and suggest directions for strategic repositioning. To this end, a multi-criteria framework based on the Analytic Hierarchy Process (AHP) is employed, integrating qualitative assessments, expert judgements, and quantitative performance indicators through pairwise comparisons, weight calculations, and consistency checks. The analysis is based on a conceptually original model that defines the Football Organization as an integrated system composed of two interdependent subsystems: the Football Club and the Football Team (competitive subsystem). This approach highlights that league standings do not always reflect overall performance dynamics, as they are influenced by both organizational and on-field factors. The findings indicate that Panathinaikos is lagging behind in key areas and that a structural discontinuity between the Club and the Team limits strategic coherence and the ability to create a sustainable competitive advantage. The study concludes with proposals for restructuring and strategic repositioning, while the proposed model functions as a transferable decision-support tool for assessing organizational competitiveness, with broader applicability to complex organizational systems beyond professional football.
Sdrolias et al. (2026) studied this question.