On first observation the news that former Manchester United manager Sir Alex Ferguson will be undertaking a 'long-term teaching position' at the world-renowned Harvard Business School might appear strange.
Some might ask what an ex-football manager knows about the world of business and management?
However, football is now a global business and clubs such as Manchester United are seen as brands.
And the amounts of money are not small beer either.
According to Deloitte who produce an annual football 'money league' in 2013 Manchester United was third behind Spanish clubs Real Madrid and FC Barcelona with revenues of £320.3 million (the respective figures for Real Madrid and FC Barcelona being £390.8 m and £414.7 m).
As we know, footballers are now regarded as superstar celebrities with phenomenal salaries - Wayne Rooney is now reputed to be on £300,000 per week - and egos to match.
For elite football clubs such as Manchester United success is measured in winning trophies and there can be no doubt that during his 26 years with the club Sir Alex Ferguson was able to achieve a level of dominance and expectation that has made life difficult for his replacement David Moyes.
There are good reasons why others should want to tap into Sir Alex's expertise and experience.
It's worth acknowledging that in the last quarter of a century football has utterly changed.
Even allowing for inflation it is still incredible to think that the squad that Ferguson took over in 1986 was worth only £4 m; roughly a quarter of what Wayne Rooney now earns in a year due, in no small part, to the effects of Sky's investment in televising football.
During Ferguson's tenure the 'business' of British football changed from clubs being owned by local business people to the influx of overseas billionaire investors with, it seems limitless money to buy the best players in the world.
Manchester United was a club that was very much living in past glories as Liverpool was then the dominant English club.
Though there were some who questioned whether he was the right man and, to be fair, he came to being sacked when the results did not come quickly enough, Ferguson rebuilt Manchester United by, effectively, replacing the squad and creating, literally, a winning team.
That he achieved phenomenally consistent results over such a long period has made Sir Alex Ferguson an exemplar of what can be done if you have the right
Harvard's motivation in hiring Sir Alex Ferguson is to allow others to appreciate how he achieved success.
It is worth noting that this is not the first connection that he has had with Harvard Business School.
In Last October's edition of The Harvard Business Review he was interviewed by one of its professors Anita Elberse who distilled his thinking into eight leadership lessons that she believed were generally applicable to 'business' and 'life':
1. Start with the Foundation
2. Dare to Rebuild Your Team
3. Set High Standards - and Hold Everyone to Them
4. Never, Ever Cede Control
5. Match the Message to the Moment
6. Prepare to Win
7. Rely on the Power of Observation
8. Never Stop Adapting
Whether any, if not all, of these can be applied is an interesting question.
However, given that there is no shortage of material produced by academics which seeks to present theory (explanation) as to what management and in particular leadership consists of, Ferguson's explanation of the secrets of success will undoubtedly prove popular.
As such Ferguson might be seen to be contributing to the canon of empirically-driven theory.
However, in his book The Management Gurus (Routledge, 2006) Andrzej Huczynski examines whether such 'hero managers' can really provide useful theory that can be applied universally. As he believes, the authority of such people comes from their particular characteristics.
Huczynski contends that the accounts of such 'heroes' should be seen as 'sorcerer' and based in their learning from experience. As he suggests, their accounts are popular precisely because they are seen as being celebrities.
In their book The Witch Doctors, What the Management Gurus are Saying, Why it Matters and How to Make Sense of it (Heinemann, 1996), John Micklethwait and Adrian Wooldridge assert that managers are very happy to pay large sums of money to learn from those who, they believe, have 'magical cures'.
Micklethwait and Wooldridge also believe that too much of what passes from theory is simply 'basic common sense' and that as well as not being sufficiently self-critical, 'is bedevilled by contradictions that would not be allowed in more rigorous disciplines.'
So, the question might be how much would you be prepared to listen to the wisdom of the 'hairdryer' a moniker Sir Alex earned due to his style of shouting aggressively into players faces in order to motivate them to win?
As a technique to deal with superstar footballers - some would suggest that too many are over-paid and pampered and act as prima donnas - this might be acceptable if the only objective is to win games at all costs. As to its wider applicability it doesn't easily with the current Zeitgeist of shared objectives and all participants working in, relative, harmony.
Indeed, whether Sir Alex Ferguson's eight point philosophy and reflected wisdom gained by being at the heart of the one of the most successful clubs of recent times is more debatable.
Sir Alex was notoriously prickly with the press asking him awkward questions about tactics or team selection and refused to deal with the BBC for a number of years.
Perhaps the one thing that can be guaranteed is that it will be entertaining though would you dare ask him a difficult question or argue with his view?