Maybe this so help you understand more about baseball front offices, you do have the rantings of a lunatic.
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HOW THE IVY LEAGUE TOOK OVER MLB FRONT OFFICES
10/24/2017 2:00:00 PM
By Mitchell Forde, IvyLeague.com Contributor
Fourteen years ago, when Mike Chernoff was asked for his input on a potential trade for the first time, he was terrified.
The future general manager of the Cleveland Indians was an intern with the team at the time. He had graduated from Princeton a few months earlier, in the spring of 2003. His typical intern duties involved tasks like charting pitches thrown in minor league games.
So when former general manager Mark Shapiro stopped by Chernoff’s desk one day and asked Chernoff his opinion on a trade Shapiro was considering, Chernoff took the question seriously.
“I stayed up all night thinking about it and gathering as much information as I could, reading every scouting report we had, calling our scouts, and I put together a summary for him of what I thought we should do,” Chernoff explained.
Seeing the analytical approach behind front office decisions served as a career tipping point for Chernoff, an ex-player who grew up dreaming about making it in the bigs, not watching from a front office window. That approach is emblematic of a shift in how Major League Baseball decisions are being made, a shift that makes guys like Chernoff—a former ballplayer with an Ivy League education—very appealing.
Nearly half of the 30 MLB clubs (14, to be exact) have an Ivy League graduate as either general manager or president of baseball operations. That doesn’t include Shapiro, now the President and CEO of the Toronto Blue Jays, or Peter Woodfork, the MLB’s Senior Vice President for Baseball Operations. Nor does that account for the litany of Ivy League alumni working in lower-ranking front office roles.
When the World Series begins tonight, there will be Ivy Leaguers on both sides. Astros general manager Jeff Luhnow is a Penn alum, and Megan Schroeder, the manager of the Dodgers’ research and development department, graduated from Yale.
That’s not a coincidence.
A Perfect Fit for a Changing Game
Chernoff, like Woodfork and Oakland A’s GM David Forst, came to his front office gig reluctantly. The three, all infielders in college, planned on playing baseball, not managing it. But upon realizing their chances of making it to the major leagues as players were slim, the three turned to front office work as an alternative.
“There was nothing else I really wanted to do other than be in baseball in one way or another,” Forst said. “The idea of winning or losing every night, it was going to be hard to replicate in any other industry…This was the next best thing to still being on the field.”
The reason there was such a demand for Ivy League graduates within major league front offices lies in the changes that were sweeping baseball around the turn of the century.
Clubs were beginning to rely more on statistics and analytics and less on scouting reports as predictors of player success. As a result, playing in the major leagues became less of a requirement for someone looking to break into baseball operations. The ability to crunch numbers and analyze data became just as important as the ability to assess a pitcher’s stuff.