A Dynamic Change In Billy Beane's 'Baseball'

Moneyball is the story of a dynamic change agent who rallied a small group of undervalued professional baseball players and executives to overturn convention and rethink how Major League Baseball (“MLB”) was managed and played.
In 2002, Billy Beane, General Manager of the Oakland Athletics (“Oakland A’s”), faced a critical situation—his baseball team was consistently losing the battle for talent. The best players were being lured to wealthier teams with more lucrative contracts. Constrained by a tight payroll, Beane was forced to find a more creative way to create wins. With the help of economist Peter Brand, Beane pioneered an analytical, sabermetric1 approach to finding the right players and assembling a competitive baseball team. Looking for, in essence, new baseball knowledge, he reexamined everything and created new indicators that could better translate into wins. That's how they found their bargains. These observations often flew in the face of conventional baseball wisdom and the beliefs of many baseball scouts and executives. Many of the players drafted or acquired by the
The average fan was star-focused rather than stat-focused and remembered only the most recent win. This placed tremendous pressure on ball clubs to create stars and wins, with little appetite for experimentation. Beane’s new strategy toward recruitment was subjected to tremendous scrutiny. This kind of intense consumer pressure acted as a restrainer of change because it made most managers strongly risk averse. The power structure of the organization, however, acted as a driver of change. As General Manager, Beane held tremendous authority that allowed him to simply ignore (or roll-over) resisting staff. When Howe resisted Beane’s strategy, Beane was able to nullify his rebellion by utilizing his inherent GM power to trade players and thus force Howe to play Beane’s desired