Business plans can’t hide failure

We may not have seen as many comings and goings so far as we would have liked during this transfer window, but for the first time in a long while I actually believe that we have really tried.

Suddenly managers have switched their phones on. Amazing!

Our chief executive has pointed out that we mustn't look back and that hindsight is a wonderful science.

From the minute we got promoted in 2004, those within the corridors of power at Carrow Road have appeared to lack any form of foresight and instead have constantly fought fires under the prudence and hindsight banner.

In three seasons we've had a Premiership plan for survival, a Premiership plan for relegation, a promotion plan at the first attempt, a promotion plan at the second attempt, a stay-in-the-Championship plan, and now a relegation plan.

Every business has to have plans, but successively worse ones to hide failure?

We are told that negativity is unhelpful, yet unbelievably - despite full houses week in and week out, helping to secure our structured debt - we the fans have also had blame laid at our door.

However, how can a scenario where 13 players could be out of contract at the end of this season be anything other than a recipe for disaster?

Our whole attitude to prudence breeds failure and then is somehow praised when failure happens. It's called a self-fulfilling prophecy. That sits squarely at the door of our board.

So too, does our crippling level of player wages - it's hardly prudent. I just do not believe the 'going rate' excuse that will undoubtedly fall from the lips of our chief executive.

The going rate for what, exactly? The going rate for failure, lack of passion, low-level ability or complete failure at being able to pass from one player to another?

I suspect that if the division were decided on players' wage bills we would at least be in the top six, not the bottom six.

The difference between the two must surely amount to failure - ultimately, again, the board's fault.

Make no mistake: we find ourselves heading towards a stormy ocean in nothing more than an inflatable filled by the hot air emerging from the latest player interview.

We are ill-equipped to deal with a battle of any sort - we seemingly lack the vital ingredients to survive - and the sooner we get those points, on the board the better. This club doesn't do last-day survival.

For a club of this stature to slump so quickly after promotion isn't something that just happens.

Like a bad accident, it comes as a result of a series of errors, often preventable, and it started way, way before Peter Grant's arrival.

Those who stand and take the applause during success can hardly lump the blame at everyone else's door bar their own during failure.

Fans may have more patience if they saw some admittance that mistakes were made rather than grinning inanely, applauding with gusto the latest failure as the players trudge off the pitch and having the audacity to moan when the paying public questions where we are heading.

Times are tough, the football is dire and the feeling is low, but I'm already filling in the paperwork for next year's season ticket.

If we stay in this division, I want the manager to have as much money as possible to get rid of the dross that doesn't have any respect for the paying public.

And if the worst happens, the club will need the fans to stay true and loyal - not to the board, but to the club, and in doing so question why we are where we are.