It is 8:15 on Friday morning, and the PA system in the 3rd floor ballroom at the Boston Convention Center is stuck in 1982. A room full of 2,700 people is rocking out to Rod Stewart, The Beatles, Bob Seger, and Paul Simon. I don't know it at this point, but "Late in the Evening" and "Hollywood Nights" will be stuck in my head for the next 48 hours.
I look around a ballroom full of white males and write in my notes: "If this conference were a human, it would be wearing a blazer and button down with jeans and loafers (with no socks)." Formal enough to be taken seriously, but still loose enough to have a little fun.
You've probably already heard the MIT Sloan Sports Analytics Conference discussed in one place or another, and read about it, too. You probably already know that it began in 2007 with Rockets GM Daryl Morey and a handful of like-minded peers gathering together at MIT's Sloan Business School to put together a series of panels for a few hundred students. You've probably also heard the conference has grown every single year since 2007.
"It seems like it doubles in size every year," a friend tells me before we get started Friday.
Outside the ballroom I'm getting coffee, and behind me I hear a college student say, "This trip was my birthday present to myself."
Somehow a conference about advanced metrics and sports business became a place everyone wants to be. It's not a cheap birthday present. According to the website, a ticket to this event costs $132.00 for MIT students, $205.50 for students anywhere else, $494.50 for MIT faculty, and $591.90 for general admission. (I paid $132.00 to attend as media, but ESPN sponsors this event, so a majority of the media here arrived on free pass from the Worldwide Leader.)
Inside the ballroom a few minutes later, it's time for the opening remarks, and Morey tells a crowd of 2,700, "This started as 100 people seven years ago, it's become mainstream because it works."
There are one-liners about the sequester, Wang Zhi-Zhi and Chinese hackers, the Oscars, and we see pie charts with actual pies. It's the best, dorkiest cocktail party ever.
"Recently, we were named the Super Bowl of analytics by Forbes," co-chair Jessica Gelman tells the crowd.
It's hard to imagine what this conference looked like in 2007, but today this self-congratulating sentiment percolates through every panel, every presentation, and really, a whole bunch of the attendees. Which makes sense. Sloan is a victory lap for guys like Daryl Morey and even all the young people who dream of one day being the next Daryl Morey. This conference started as a blip on the periphery, and this weekend it feels something like the epicenter of the sports industry, full of outsiders who now have the inside track to running sports. Even the college kids who showed up here desperate for jobs can say they went to Sloan and it'll impress all their friends who didn't.
Anyway, I'm here as a skeptic, and I'll leave as a skeptic, but in the meantime my only goal is to figure out why exactly I'm skeptical.
So, what does it look like when 2,700 smart people talk sports? At any given time the conference features hour-long panels in three separate rooms, and four presentations each hour, two on academic research papers, and two on the "evolution of sport." In between, there are 20-minute breaks to race between rooms. All of which is to say, the conference is outrageous and overwhelming. Let's take a handful of snapshots and try to make sense of it.
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“People who make decisions or own things want to hire experts. They want to hire experts who are sure about their answers. Whereas what we're saying is, 'Boy all we can do is shift the odds.' It's sort of like conservative talk radio vs. liberal talk radio. The conservatives are very sure about [things], it makes for great radio and people argue. Whereas on the left people are like, 'Well it's sorta this, it's sorta that.' It just doesn't sell as well.”~ DARYL MOREY, ROCKETS GENERAL MANAGER, SSAC CO-FOUNDER
Samantha Yanofsky, SLY Photography
Nobody dismisses critics quite like an analytical genius. That talk radio analogy takes three sentences and makes the analytics movement irresistible. Because if there's tension between analytical minds like Morey and some other faction of the basketball community, nobody wants to be on the side that reminds people of Rush Limbaugh.
For another example: There's one section in
Moneyball where Michael Lewis spends a few pages on a scene from an Oakland front office meeting where they're arguing over a prospect named Jeremy Brown, a catcher from the University of Alabama. He's overweight and the scouts don't like him, but he scores high in a lot of the categories that Billy Beane and his assistant Paul DePodesta use to predict success. An argument ensues and lasts several pages, and it ends like so:
The fat scout looks up from his giant chocolate chip cookie and seeks to find a way to get across how unimpressed he is. "Well," he says, exaggerating his natural drawl. "I musta severely unnerestimated Jeremy Brown's hittin' ability."
"I just don't see it," says the vocal scout.
"That's all right," says Billy. "We're blending what we see but we aren't allowing ourselves to be victimized by what we see."
This argument is fat, slobby ignorance vs. Billy Beane, the grinning badass who's here to shake up the game whether scouts can handle it or not.
I have no doubt that baseball was and probably still is full of backwards neanderthals who think computers are the devil. I've seen
Trouble With The Curve. The problem is the assumption that ALL skeptics are as backwards and ignorant as they seem in
Moneyball. The movie or the book. Both popularized this movement more than pretty much anything else, and both give the impression that anyone who's not on board is missing the boat on the future.
So, I Googled Jeremy Brown. After the A's shocked everyone and took him in the first round, Brown played in five major league games before retiring in 2006.
Which brings us to the other side of what's incredible about this movement: Analytics experts are never wrong. All weekend long in Boston, we hear the same refrain. It's about process, not outcome. Quantitative analysts ("quants") can only tell you what
shouldwork.
This ignores the obvious problem: There is so much data that if you're working to sift through it all and make decisions, there will always be anomalies. Just like if you're scouting. Maybe data gives you slightly better odds, but there's going to be a whole lot of variance regardless when you're talking about quantifying humans. This is a lot of frenetic activity to get us to ... where, exactly?
The Morey quote above comes during a panel on "The Science Of Randomess," where everyone from Nate Silver to the Cleveland Browns' new president, Alec Scheiner, weigh in on what quants can't control. "You're not giving answers," says Scheiner, "You're saying 'I think we're more likely to do well if we do it this way.'"
All weekend long, there's an echo of the same theme: Trust the process, ignore the outcome. All you can do with analytics is shift the odds.
If there's genius on display at Sloan, it's this: When scouts or coaches or old school GMs get something wrong, it's an example of traditional scouting methods failing. When analytics get something wrong, it's "randomness" that you can't control. A small part of a much bigger process, and teams and fans should trust that process until they get a better outcome. Any skeptics must be simple-minded conservative talk radio reactionaries, eating giant chocolate chip cookies.
Speaking of which, every afternoon at Sloan features a buffet of giant cookies. Chocolate chip, peanut butter, and oatmeal. They are delicious.
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“Team chemistry's complicated, right? It's different from sport to sport. It's been immeasurable for years. In baseball it's the locker room. Nick Swisher's a great example, right? ... Everyone talked about how he was a great locker room guy, right? He added locker room presence. Or Big Papi here in Boston. In soccer for a team like FC Barcelona, the players come up together for years and year, and they put a lot of time and energy into development of those players on the field, and off the field. They room together, they eat together, they study together. And then you see the result during games, you see them able to maintain possession longer than other squads. And then basketball. No bigger issue than the Lakers, or even before that in 2010, with LeBron James, Dwyane Wade and Chris Bosh. Everyone was wondering, could these alpha males come together and perform in a way that leads them to a championship?”~ DANIEL MCCAFFREY AND KEVIN BICKART, P.H.D., SYNCSTRENGTH