I think to be really good at it, you need a ton of synergy between scouting, analytics and development and you need to be good at all three.
There are indicators that we were never taking it that seriously. Like, for example, we brought over a front office from Cleveland who arguably were (and are judging from what is close to the majors in their farm) one of the best teams in the league at pitching dev. Their choice for pitching coach at the major league level was the same guy as before. Pete walker is a fantastic pitching coach but it seems super improbable that he would align perfectly philosophically with what the new front office wanted to do. Especially as they are coming from an ELITE pitch dev org. You really don’t want a guy with as much respect and clout as walker in there even if he is really good at his job if you want to overhaul the entire philosophy of the org. Was that ownership pressure? Did they mandate that they keep walker? Otherwise, I really don’t get that decision on a long term scale. Stuff like that has always made me doubt that we were aligned like we are supposed to be to be good at this.
In terms of time scale, you can see pretty quick turnarounds/improvements in other organizations. Like 3 or so years usually.
If the talent isn’t in the org, then that’s a front office failure. There are mitigating reasons… but still this is a zero sum game.
Let’s say it takes 4 years and we did overhaul this behind the scenes a year or two ago, then you still potentially wasted two/three years of the window. That’s not great.
I get that this is partially unfair because this is the AL east. But, that’s the division we are in. We can’t change that.