At the airfield: Introducing Richard Wilson’s “Slipstream”

The renowned sculptor's new work, an aluminium procession of twists and somersaults, is currently being installed at Heathrow's new Terminal 2 building. Last week the aerobatics pilot Paul Bonhomme attempted to illustrate its curves above an airfield in E

We watched as the plane rose vertically, then stopped. It seemed to hang in the air. With a quick tip of the rudder the vehicle swung out like a leaf and flipped onto its back. On the ground there was a light breeze. The grass was damp from rain the previous night. We stood in groups and looked up as the sound of the engine died away. The plane rolled and fell to the ground.

“No flight ever goes the way you want it to,” the pilot had explained in the hangar that morning. “It’s beautiful in that way.”

Paul Bonhomme was born to fly. His father and brother were both commercial pilots. His mother was an air stewardess. His prize-winning plane, the Zivko Edge 540, is a light aerobatic aircraft capable of rolling 420 degrees per second and climbing 3,700 feet in less than a minute. Last week, on a small private airfield in Saffron Walden in Essex, Bomhomme attempted to imitate a flightpath dreamed up by a computer. It seemed impossible, looking at the plans. His model was a procession of twists and somersaults devised by sculptor Richard Wilson to form the basis of his latest work, Slipstream.

In the sculpture world, Wilson is renowned for large, mechanistic works of art, and like his best-known pieces, Slipstream is about transformation. His project 20:50 was essentially a tank of reflective sump oil, now housed in the basement of the Saatchi Gallery. It takes time, upon entering the room on a raised platform above the oil, to realise that the floor isn’t solid. “You’d be arrested if you put a teaspoon of it down the drain,” Wilson said. “It’s hazardous, it’s waste – and yet people come out of that room talking about ‘beauty’ and ‘space’.” Another famous work is Turning the Place Over, for which a section of façade was cut from a neglected Liverpool office block and put on a rotating spindle.

The building was set for demolition, neglected by those who passed by. Heathrow is not. It is seen regularly. The new Terminal 2 building is expected to host 20 million tourists a year when it is completed in 2014. The courtyard where the sculpture will hang from four central pillars is roughly the same size as the turbine hall at Tate Modern. In 2010 Heathrow set up a competition to invite proposals for the space. Slipstream, the winning entry, is constructed of 23 independent bespoke aluminium sections, weighs 74 tonnes, is 70 metres long and is held together by 3,000 rivets. It is being driven from Hull, where it was manufactured, and is being installed over the summer.

A computer-generated impression of the finished work.

“It’s a metaphor for travel,” Wilson explained, waiting for Bonhomme to take off. “It’ll move and tumble from A to B just as the passengers are doing: they’re getting on a plane and getting off in a very different situation.” And here, if anywhere, is the dark note. Slipstream is a large and expensive piece of public art, but it is not pure ideology. It smuggles in a little of the inhumanity of the long-haul journey: the lack of control, geographical blindness and absence of time felt by passengers who step on board a jet in London and wake up 14 hours later in Hong Kong.

Heathrow has attempted to catch the attention of travellers before, to make them notice the activity around them as they wander through. In 2009, Alain de Botton became the airport’s first Artist-in-Residence. “While punctuality lies at the heart of what we typically understand by a good trip,” de Botton wrote in A Week at the Airport: A Heathrow Diary, “I have often longed for my plane to be delayed - so that I might be forced to spend a bit more time at the airport.” He might be the only one. From the austere grey corridors to the tacky brands, bad attitudes and endless queues, airports are astonishing for their capacity to make us indifferent to the miracle of flight.

Bonhomme landed his gyroscopic jet to dense applause, and with his safe return to earth came the train back to London, to work. Another journalist asked Wilson if he would be going up on the next flight. “I’m not that into flying, actually,” he admitted. “I prefer motorbikes. It takes a few drinks to get me up in the air.”

Early sketches for Richard Wilson's "Slipstream", which the aerobatic pilot Paul Bonhomme recreated in Essex last week.

Philip Maughan is a freelance writer in Berlin and a former Assistant Editor at the New Statesman.

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So much for "the table never lies" – data unravels football's biggest lie of all

London side Brentford FC are using data to rethink the usual football club model.

It’s a miserable day for practice, the rain spitting down on the manicured training pitches of Brentford Football Club. Inside a tiny office marked Director of Football, Rasmus Ankersen is waiting for his phone to ring. The winter transfer window closes in 11 hours and there are deals to finalise.

Ankersen, a 33-year-old Dane with a trim beard and hair pulled into a small ponytail, seems relaxed. Perhaps he knows that the £12m transfer of the striker Scott Hogan to Aston Villa is as good as done. Or maybe his comfort comes from Brentford’s performance this season. The small west London club sits safely in the top half of the second tier of English football – at least according to management’s own version of the league table, which is based on “deserved” rather than actual results. Officially, on 31 January, when we meet, the team is 15th of 24.

“There’s a concept in football that the table never lies,” says Ankersen, whose own playing career was ended by a knee injury in his teens. “Well, that’s the biggest lie in football. Your league position is not the best metric to evaluate success.”

Brentford are an outlier in English football. Since the professional gambler Matthew Benham bought a majority share in 2012, they have relied on the scientific application of statistics – the “moneyball” technique pioneered in baseball – when assessing performance.

The early results were positive. In 2014, Brentford were promoted from League One to the Championship and the next season finished fifth. That same year, Benham’s other team, FC Midtjylland, which is run on similar principles, won the Danish Superliga for the first time.

Yet in 2016 Brentford slipped to ninth. Despite the disappointing season so far, Ankersen insists the strategy is the right one for “a small club with a small budget”.

Underpinning Brentford’s approach is the understanding that luck often plays a big part in football. “It is a low-scoring sport, so random events can have a big impact,” Ankersen says. “The ball can take a deflection, the referee can make a mistake. The best team wins less often than in other sports.”

In a match, or even over a season, a team can score fewer or more than its performance merits. A famous example is Newcastle in 2012, says Ankersen, who besides his football job is an entrepreneur and author. In his recent book, Hunger in Paradise, he notes that after Newcastle finished fifth in the Premier League, their manager, Alan Pardew, was rewarded with an eight-year extension of his contract.

If the club’s owners had looked more closely at the data, they would have realised the team was not nearly as good as it seemed. Newcastle’s goal difference – goals scored minus goals conceded – was only +5, compared to +25 and +19 for the teams immediately above and below them. Statistically, a club with Newcastle’s goal difference should have earned ten points fewer than it did.

Moreover, its shot differential (how many shots on goal a team makes compared to its opponents) was negative and the sixth worst in the league. That its players converted such a high percentage of their shots into goals was remarkable – and unsustainable.

The next season, Newcastle finished 16th in the Premier League. The team was not worse: its performance had regressed to the mean. “Success can turn luck into genius,” Ankersen says. “You have to treat success with the same degree of scepticism as failure.”

Brentford’s key performance metric is “expected goals” for and against the team, based on the quality and quantity of chances created during a match. This may give a result that differs from the actual score, and is used to build the alternative league table that the management says is a more reliable predictor of results.

Besides data, Brentford are rethinking the usual football club model in other ways. Most league clubs run academies to identify local players aged nine to 16. But Ankersen says that this system favours the richer clubs, which can pick off the best players coached by smaller teams.

Last summer, Brentford shut their academy. Instead, they now operate a “B team” for players aged 17 to 20. They aim to recruit footballers “hungry for a second chance” after being rejected by other clubs, and EU players who see the Championship as a stepping stone to the Premier League.

It’s a fascinating experiment, and whether Brentford will achieve their goal of reaching the Premier League in the near future is uncertain. But on the day we met, Ankersen’s conviction that his team’s fortunes would turn was not misplaced. That evening, Brentford beat Aston Villa 3-0, and moved up to 13th place in the table. Closer to the mean.

Xan Rice is Features Editor at the New Statesman.

This article first appeared in the 16 February 2017 issue of the New Statesman, The New Times