It’s easy to see how this focus, and the larger worldview informing it, appeals to well-heeled establishment types of every political stripe. The allure runs deeper than the conditioned boardroom response to a team of Ivy types bearing proprietary intellectual property. McKinsey presents itself as the most luxurious and state-of-the-art solution to the ancient business problem of squeezing the maximum return out of people at the minimum cost: Like other such companies that advertise in airport terminals, the brand’s broader vibe is both coolly sensible and steeply expensive. That is to say, the elegant McKinsey finessing maneuver is to carry out remorselessly brutal work that bears a real human cost, but in such a way that it doesn’t look brutal. In this sense, McKinsey sells not just solutions but a certain sleek aesthetic. This, too, arrives as a suite of solutions duly outfitted with its own patois: Luhnow and the former McKinsey consultant Pete Buttigieg use the same totemic catchphrases—big data, machine learning, artificial intelligence, counterinsurgency—to describe the respective futures of running a competitive baseball team and a moderately sized American city.
It is striking, but not really surprising, that all this well-credentialed cleverness and machine-tooled efficiency tends to deliver the same solution, which amounts to more for the client and less for everyone else; that is the goal, after all. So it will likely not surprise you that Luhnow’s Astros have been credited with originating MLB’s recently announced plans to eliminate 42 of 160 minor league baseball teams, most of them in smaller cities. MLB currently faces several lawsuits concerning the appalling pay and conditions in the minor leagues. That’s a problem that could be solved with comparatively small expenditures—or by simply eliminating a whole lot of jobs. Which would you expect to be a consultant’s preferred recommendation?
It is still true that no organization in baseball works harder to gather more data, or parse it more effectively, than the Astros. They are likely to receive a fairly severe punishment, by MLB standards, for the cheating they’ve done. Still, the organization itself and the values it has evinced—in the absence of what are conventionally understood to be values—seem unlikely to change. The people in charge will continue to work on solving the problems they care about and continue not caring about the rest. There’s no reckoning coming, but there is something perversely satisfying and darkly apropos about seeing where all those McKinsey-scented insights and learnings (to use another corporate consultancy term of art) wound up. All those merciless cullings and endless organizational refinements, all that data and all the brilliant minds and machines working it over, all resolving to some underpaid grunt in a folding chair whaling away on a garbage can because the members of the team’s brain trust of thoroughbred data nerds simply took it for granted that they could get away with it. All that data, all those numbers, all those shifting variables continually delivered the same answer: What are you going to do, stop us?
tl:dr
Luhnow is a cheating piece of shit.