Pola_pe_a
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Some tidbits from the article
“It was maximizing the roster and realizing when you had some descending players what you needed to do, either to get market value or plan around [their departures],” Lurie said, a day before winning his second Super Bowl. “These are all potentially unpopular decisions. So, for me, really, philosophically, I believe you do what you think correlates with winning big—and not what’s popular.”
“My philosophy is …” Lurie said, pausing for a second to consider the question. “You’re obviously trying to run a sound business, but I think success is determined by your success on the field and your success in the community. And so anything you can do to maximize those two, the value of the team is going to be appreciated more by your performance and your reputation in the community than anything else. It’s not going to be the EBITDA in a certain year, or two or three or four.”
“There’s a reason we just sold limited partnerships for the highest price in sports history. It wasn’t based on being the most profitable team at all. It’s based on the performance over time and the reputation in the community and the forecasting of where we hope to be able to sustain over the next multiple years. It’s much more than the financial bottom line. Now I guess you could get criticized by some Wall Street analysts, but we don’t operate that way. We just don’t operate that way.”
On Roseman
“One of the real strengths of Howie, amongst many, is how he’s able to synthesize input from so many different categories of analysis to reach a final decision,” Lurie said. “In any company, any business, you can become reductionistic. And when you say it’s one thing or it’s two things? We try to avoid that reductionist thinking … It’s the valuable input from many sources that creates, hopefully, a sound decision on what to do”
