Mike Leigh speaks to the NS

The Film Interview: why the director wants to make "epic" movies.

How did the idea for Another Year come about?
I have ongoing preoccupations of an emotional, social, personal -- and, if you like, political -- nature, which you can see in all of my films. And here we are looking again, I hope, in some way that digs a bit deeper than some of my films, at issues of family, of the relationship between work and the personal, responsibility, of isolation, of disappointment, of parents and children. So to talk about where the idea came from is not really appropriate. I felt I wanted to make a film that started from where we -- that is to say, we who are in our late sixties -- are.

You've said that you have reached a point in your career where you want to "paint on a bigger canvas".
Yes. If epic can be measured in terms of the emotional experience of the audience, then I hope this is an epic film, just as Naked is an epic film and, I would suggest, Vera Drake is an epic. In other words, my intention is to break through the apparent constraints of domestic life on to an epic or operatic scale emotionally. I think that's important.

Do you think that the "baby boomer" generation squandered the proceeds of economic growth from which it benefited?
That is a deeply suspect position. I'm slightly older than the baby boomers because I was born during the war. But the world they and I grew up in was one in which what had been fought for and won was a national health service, a very good state education system, on the whole free university education for people, and so on.

Of course, the sins that are implicit in what I've just listed - the abandoning of fundamental ideology - cannot be laid at the feet just of the coalition government. We go back to Thatcher, we go back to the fact that we had well over a decade of so-called socialist government that did nothing to correct any of the things I've just been talking about. So to bash the baby boomers just because they had it so good is obscene, because it can only be some kind of massive excuse for inequality.

Class seems to be back on the political agenda. What do you make of the way it is portrayed on screen in Britain today?
I don't know the answer to that. You absolutely cannot make a film about England or Britain that is not rooted in class -- in a way, you can't tell stories about anybody anywhere, because in the end class is an endemic part of the social human condition. But, despite everything, I have never consciously gone around thinking about class, as such.

I grew up in a very working-class part of Salford where my old man was a doctor. We lived over the surgery and I went to the local school. I therefore have a very, very clear sense of working class and middle class. But because that's my world and background, I take all this for granted.
The reason I can't get to the serious answer to your question is that there are very few British films that I think depict life accurately anyway, and I take it for granted that class is part of what's real.

Critics of your films say that they present caricatures of working-class life.
I take all this with a pinch of salt. If people start reacting to Another Year in that way, quite honestly they're so missing the wood for the trees that it's not really worth thinking about it. Life is complex. People are complex. That's what I do and what I've always done.

We normally ask this question at the end of the NS Interview, but it seems appropriate to ask it here, too: are we all doomed?
Well, let's put it like this: I find it very uncomfortable to think about the world in which my grandchildren and certainly my great-grandchildren will find themselves living.

You can read Ryan Gilbey's NS review of "Another Year" here

Daniel Trilling is the Editor of New Humanist magazine. He was formerly an Assistant Editor at the New Statesman.

Getty
Show Hide image

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