By L.P. LUPO 

WASHINGTON, D.C. — During the Redskins-Titans game, Titans coach Jeff Fisher looked like an excited fan while greeting his players coming off the field.

Redskins plenipotentiary Joe Gibbs looked like he was blessing a few of the chosen. He could have been the pope in St Peter’s Square or a head of state looking down on the masses.

Fisher looked like he was making decisions. Gibbs looked like he was merely being kept in the loop by an invisible cadre of souls.

Similarly, Colts coach Tony Dungy looked engaged and in charge last Sunday.

Dan Snyder has embraced “The Future is Now” business model of team building. That was coach George Allen’s winning motto in the 1970’s. It worked then. It is not working now.

Snyder sends his minions to the postseason auction every year and uses the profits from $400 hot dogs and wall-to-wall stadium commercials to secure $30-million players and highly paid coaches.

That business model has not worked for George Steinbrenner and the New York Yankees since 2000, the year after Snyder acquired the Redskins.

The Redskins have become a bloated, top-heavy organization, with big-name coaches galore, from Gregg Williams to Al Saunders to Joe Bugel.

In addition to the associate head coach troika, the Redskins have a phalanx of assistants and assistants to assistants worthy of the U.S. Department of Agriculture.

Counting Gibbs, the Redskins have 21 coaches, nearly the number of positions on offense and defense. The coaching staff and the front-office management team combined nears the number of active players.

If this trend continues, the coaching staff and the management team will be able to fill FedEx Field without the need for fans.

Koy Gibbs is listed as a coach on offense in charge of — get this — “quality control.” Would a quality-control coach still be around after the offensive line committed three false starts in the same series of downs in the Titans game if he were not the head coach’s son?

Players are more apt to be motivated to leap tall buildings in a single bound if they have a deep connection to the head coach. That connection is less firm among the Redskins with so many layers of bureaucracy distancing the head coach from his players.

Now a player might be called to please the assistant to the assistant on blocking. How stirring is that?

Apart from the light years between the players and the titular head coach, the bureaucratic bloat also begets what seems like play-calling by committee.

Only a committee twice would devise a questionable formula at critical junctures of the same game.

With the Redskins holding a 14-3 lead and the ball, they acted as if the outcome of the game no longer was in doubt and the game ball already had been shipped to Canton, Ohio, by Fed-Ex.

Instead of exhibiting a killer instinct, the committee called three conservative plays that resulted in a punt.

A similar meekness overtook the Redskins after they tied the game at 22.

Hard-charging head coaches try to crush the opposition. Committees play not to lose, and do.

If a business had talented people and a good product but was failing, it would reevaluate its business model, reorganize and cut its management.

That will not be done during the bye week. That likely will not be done under this ownership.

Snyder was in such a hurry that he became a self-made zillionaire by the time he was 4 years old. He is not about to turn patient and build a team the old-fashioned way, with an active, minimalist coaching staff.

He has chosen a mix of corporate and government models: acquisitions, bloated bureaucracy and management by committee.

Those choices are destined to give Washington no more than the occasional late-season run that masks the utter failure of the business model and management style.

It will not bring home a Super Bowl. Not ever.