This is simply incorrect. Experience empowers success. Learning a craft makes it easier, over time, to exercise that craft. Complacency or disillusion are drags.

“One of its key tenets is that those organizations tend to underestimate the ability to port knowledge capital developed by a specific individual or individuals to new ones, especially if steps are taken to codify the knowledge the organization develops in real time. They also often underestimate the availability (and so overestimate the market value) of great knowledge workers.”

The person who wrote this has never worked in the private sector. Knowledge loss is a constant threat when turning over personnel. I know this from the real world where I work. The codification of knowledge sounds good until you realize that you can’t codify the experience that uses that knowledge. You are also depending on the people who replace your knowledge workers having the same attributes that made the former ones successful. Good luck with that one.

Change should be viewed with suspicion, not embraced for its own sake.

That said, such well-reasoned and provocative arguments are a pleasure to read. This site is a treasure.

What if Theo decides he doesn’t want to stay for the same reason as your theory regarding management? What if he feels he’s done all he can and wishes to pad his legacy somewhere else? He has the Cubs well positioned so he will get the lion’s share of the credit when the WS is won so what’s to be gained by hanging around?

Matt: Hey, uh, Theo
Theo:Yes?
Matt: You don’t know me but I’ve been told to inform you that you’re not being reupped for another contract. You’re being let go.
Theo: (laughs uncontrollably) Go on!
Matt: Yeah, well, it’s the truth. Front offices should be replaced every 10 years. It’s a rule. With the exception of this case, where it’s 5. And while you’ve had among the most remarkable turnarounds in MLB history. And while you’ve stacked this organization with talent at every level.
Theo: (starts sobbing)
Matt: You see, you’re being replaced… but not until the end of the year. Be sure to continue doing everything right for the rest of the season. The thing is, Ricketts was so enamored and captivated by my article filled with personal anecdotes and “could maybe possibly definitely sort of” reasoning that he choose me to inform you you’re being let go. I’m also heading up the search committee to find someone you will replace you who doesn’t mind doing everything right but getting still fired after a few years. Welp, nice try though!

Commenter NORM has it right. The task is to win a World Series. In fact, according to Ricketts, it is to win MULTIPLE WS or be perennially in contention for one. That task is not done.

The Red Sox fell into disarray BECAUSE of their success and structure, not because of Theo’s management or mismanagement. He inherited a much more mature roster and was fortunate to build upon that foundation. But all that success made those mature players too expensive and the underlying culture and talent feeding system was impure.

The other management principle that is missing in this idea is that unlike a project manager – a CEO’s value is in providing structure, culture and overseeing the performance, adjustments and maintenance of OTHER managers. It isn’t just the individual deals and accomplishments that create his or her value – but their relationships, trust, confidence, focus, vision, encouragement and leadership that MAKES the other 300 people under him more effective. Just as we all recognize the importance of Joe’s leadership to the players – it is Theo’s leadership and engineering (structural, emotional and even spiritual) that allows these other things to thrive.

As someone who has been a part of over a dozen start-ups and restructured companies, I can say with all confidence removing Theo now would significantly increase the risk soars that Cubs only compete for a WS for the next year or two, instead of establishing a permanent organization (yes – like the Cardinals) that will compete for the next 10 years.