Most interesting part of this article for me.
http://www.businessweek.com/printer/articles/196587-john-henry-and-the-making-of-a-red-sox-baseball-dynasty
This owed a lot to a philosophical overhaul that Cherington says took place after the Dodgers trade and produced what were initially greeted as a series of odd decisions. Before the season, the Red Sox appeared to overpay a group of solid but unspectacular veterans who were signed to short-term deals—players such as Mike Napoli, Shane Victorino, and Stephen Drew. Sports radio callers suspected the front office of writing off the season as it waited for its younger talent to develop, an inexpiable sin in sports-crazed Boston. What was really happening, Cherington says, was a recommitment to a long-term strategy built on data, performance analysis, and finding hidden value. “In my conversations with John,” he says, “he has always stressed that it’s really hard to predict the future. He sees the game objectively. He was able to really look down deep into the engine and be impervious to all the pressure coming from outside.”
Henry thought they had let emotion cloud their judgment. “We’d gotten into this cycle,” says Cherington, “of retaining high-profile veteran players and trying to extend our success that way.” It hadn’t worked. Says Henry: “We went back to what had made us great for a very long time.”
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The scarcity of desirable free agents has sent the price of even middling players through the roof. “It’s gotten harder to spend money intelligently,” Henry concedes. This has shifted the premium in baseball toward drafting, developing, and extending future stars, which, since it can entail handing out multimillion-dollar extensions before players have fully proven themselves, adds a new dimension of risk. Henry says the Red Sox use as many as three “nonbaseball financial experts” to determine how much to spend on a particular player. Gennaro, the sabermetrician, is trying to adapt the Black-Scholes Option Pricing model to value aging stars. “All the things that traders do for a living, using information to predict the future and then understanding your risk tolerance, your appetite for risk, the variability of outcomes that could occur,” says Astros General Manager Luhnow, “that’s becoming commonplace in front offices today.”