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One management lesson that is evident in the book is to embrace change. Billy Beane and Paul DePodesta are shown to be innovators in how they embrace sabermetrics. They go against the current and believe in their approach. They face much in way of resistance from those who embrace traditionalist baseball notions of the good. The management lesson here is that if one is committed in their approach and has a sound foundation to support it, they have to embrace their vision. It is often difficult because of the inertia present, but it is in this forward vision where success often lies. The management lesson is being able to understand what defines a core vision and actualizing it.
Another management lesson exists in the communication of this. Both Beane and DePodesta speak with the players on the A's to convince them of what they want. From small things such as "take more pitches" to "no more bunting," the management lesson exists in communication. They did not see themselves as "upper management." Rather, they embraced the need to be with the players and talk with them, communicating how their vision will translate into success if they buy in and understand the approach being taken. Management can possess a core vision, but it is imperative that they translate this to the organization on all levels. In communicating this, a greater chance of embracing management is realized, as opposed to repelling it. It's interesting to see how Lewis shows this in the book, an approach that has now become standard in all corners of baseball. Management can be innovative and cutting edge. Yet, the true lesson here exists in the embrace of this vision and the willingness to communicate it to others in an organization.
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