To critique Carlton by focusing on its coach, or even feel-good but ultimately small victories, is to overlook a profoundly more important matter that's paralysing the club.
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This issue cannot be captured by cameras in the same compelling fashion that an angry man dishing out sprays, or looking to hide himself in a coaches box, can. That's because Carlton Football Club's greatest affliction right now is that it's suffering an identity crisis.
In its 150th year, which should have been a celebration of what it means to be navy Blue, the club seems only to have history to reference and reassure itself with. In recent times it has articulated no clear sense of where it is presently, let alone where it is going.
"I am Carlton" was the self-assured sounding marketing mantra selected for the club's jubilee year. How remarkable that, by mid-season at a gala event to honour the Blues' long list of legends and their numerous feats, nagging questions burned about the now: who exactly is Carlton in 2014? Who and what is Carlton beyond that? What are the features of its modern-day culture?
The club's current hierarchy still does not seem to know itself.
The vision, at least, appeared much clearer on the eve of the 2011 season when Carlton released what it called a "Blue Print" for the next five years. There has been no meaningful update or amendments to this blue print since, and so the document seems destined to forever record a list of unaccomplished dreams.
In a letter to members before the season-opener four years ago, Carlton's then president, Stephen Kernahan, reported: "After months of discussion between the board and senior management, together with consultants, we have released our five-year plan – Carlton's Blue Print for now and the future."
The letter contained the pledge: "By the end of the 2015 AFL season we will have: premierships – sustained success, including winning our 17th premiership, leading to winning two premierships by 2015."
Other promises concerning supporters, stakeholders, finances and brand were outlined. There was a vow that the Blues would have the "best resourced football department" by the end of 2015.
Significantly, the letter also acknowledged that it was easy to say what you want, then fail to follow through. Carlton insisted, however, that it would not do that.
"Importantly the strategic plan is more than words and ideas; it has true meaning and is part of the culture of the Carlton Football Club," the letter said.
"This is a living plan, one that everyone at Carlton; the board, management, staff, coaches and players will live by."
In 2012, Greg Swann, then Carlton's CEO, oversaw a confidential survey of all Blues staff. The exercise was completed early last year and an extract of the findings – hardly perfect, but hardly disastrous – was presented to the board.
The full survey findings were sought and obtained by members of the hierarchy subsequently. The complete dossier depicted an organisation lacking in leadership, a strong sense of values and some basic modern-day workplace systems. It captured a sense of fragmentation in the staff corps.
The surveying exercise was just one of many factors behind Carlton's midyear severing of ties with Swann - far from conveniently timed - this year.
The club and its erstwhile chief announced what Gwyneth Paltrow and her former husband would call a "conscious uncoupling", but Swann was tapped on the shoulder.
Now, Carlton has a well-meaning new president who has been in the job for less than 30 days and the next appointment – that of the club's new chief executive – stands to be the most important in the Blues' history.
After a three-month search, the Blues' factionalised and still oversized board is said to be down to three candidates. Until one is picked to commence the necessary excavating exercise that is getting to the root of Carlton's myriad problems on and off-field, the club languishes.
The new CEO would do well to begin by using the "I am Carlton" slogan as a mirror. What does Carlton, in 2014, really stand for and what does it represent? What are the factors that have made that so?
Then - what does Carlton want to represent and stand for? How will it ensure that happens, and who will make sure?
Has the club truly invested in development – of footballers and coaches, as much as staff and its supporters – or has its default position been to identify, and then attempt to buy, what's considered to be industry best?
Did it attempt to do that only as recently as last month when it threw a bag of money at Hawthorn's recruiting boss only to be turned down?
Carlton must surely realise now that success, if it is to be sustainable, cannot be bought but must be bred.
Blues fans are indicating they feel disillusioned. The season membership target was 50,000. As of Saturday, the tally was 47,392.
We await the new and honest game plan.
