John Schuerholz
The Braves' long-term success comes courtesy of an undeniably successful business model that general manager John Schuerholz has mastered since assuming his current position after the Braves had endured their third consecutive last-place finish in 1990.
"From the very first day I stepped into this organization, our ownership has been supportive of me and allowed me the freedom of operation and decision-making to the Nth degree," Schuerholz said.
Whether the Braves' ownership has been Ted Turner, as it was when Schuerholz arrived in Atlanta, or Time Warner, as it is now, the highly successful general manager says he has never felt handicapped by higher-ups.
When attendance was soaring during most of the 1990s, Schuerholz had the freedom to acquire such high-cost players as Greg Maddux, Fred McGriff and Andres Galarraga. But he'll be the first to admit that this unique title run wouldn't have been possible without the ability to pluck the likes of Tom Glavine, John Smoltz, Chipper Jones, Javy Lopez, Andruw Jones and Rafael Furcal from an abundant farm system.
"The minor league system is the heartbeat of every organization," said Braves bullpen coach Bobby Dews, who during the late 1980s helped then-GM Bobby Cox reconstruct a woeful farm system into one that now stands as a model for all others to follow.
When Schuerholz made the decision to end his long relationship with the Kansas City Royals, one of the major factors in his decision to do so was the fact that Cox had planted the seeds for a successful farm system. In addition, Turner, like the current owners, was willing to ensure the Braves spent whatever was necessary to keep the player development system strong.
Given his background, it seemed like the perfect fit for Schuerholz, who began his baseball career with the Orioles in 1966, when they were considered to possess the game's best player development department. In 1968, he followed then-Baltimore farm director Lou Gorman to Kansas City, where they implemented the same development techniques the Orioles had perfected.
| Braves under Schuerholz | ||||
| Season | W | L | Pct. | Playoff run |
| 2004 | 94 | 65 | .591 | TBD |
| 2003 | 101 | 61 | .623 | NLDS |
| 2002 | 101 | 59 | .631 | NLDS |
| 2001 | 88 | 74 | .543 | NLCS |
| 2000 | 95 | 67 | .586 | NLDS |
| 1999 | 103 | 59 | .636 | World Series |
| 1998 | 106 | 56 | .654 | NLCS |
| 1997 | 101 | 61 | .623 | NLCS |
| 1996 | 96 | 66 | .593 | World Series |
| 1995 | 90 | 54 | .625 | World Series |
| 1994 | 68 | 46 | .596 | No postseason |
| 1993 | 104 | 58 | .642 | NLCS |
| 1992 | 98 | 64 | .605 | World Series |
| 1991 | 94 | 68 | .580 | World Series |
From 1976-89, the Royals won one World Series, two American League pennants, six division titles and never finished worse than third in the AL West.
"When players got the right to free agency, there was a lot of comings and going," Schuerholz said. "Our view in Kansas City was that we better be sure our scouting and player development is stronger than it's ever been, because the one way we're going to be able to withstand the loss of players is to having our own homegrown talent."
While the salaries are drastically different today, the philosophy remains the same. With the Braves having to cut payroll because their attendance has dropped each of the past seven years, they've been unable to keep the likes of Gary Sheffield, Maddux, Glavine and Lopez.
But Schuerholz has persevered through the past two offseasons, even when it seemed unlikely. Utilizing his wealth of minor league talent, he landed outfielder J.D. Drew to replace Sheffield. His Major League scouts correctly stated that John Thomson would be a great economic fit to replace Maddux and that Johnny Estrada could be a valuable everyday catcher to one day replace Lopez.
With an $80 million payroll, approximately $20 million less than the 2003 figure, Schuerholz once again managed to provide Cox with a team that he could lead to another division title. In addition, the minor league system provided a few surprise standouts in Nick Green and Charles Thomas.
"There is absolutely no reason to apologize for having an $80 million payroll," Schuerholz said.
While the players' faces have changed, Schuerholz has had the luxury of having Cox as his manager and such top scouts as Paul Snyder throughout the Braves' run of success. Other constants have been player coaches like Pat Corrales and Leo Mazzone.
"Good organizations don't make a lot of changes," Schuerholz said. "Good organizations deal with temporary failures and temporary frustrations in a consistent, even-keeled manner. You don't throw out the baby with the bath water, just because you've got a little dirty bath water."
So with free agency still alive and well and his payroll dropping, the 64-year-old Schuerholz isn't ready to jump ship. Although he doesn't like what he calls a "stinky" economic environment, he sees no reason to dock his boat because the water is a little muddy.
Instead, he's looking to first win another World Series and then, like all of his peers, seriously evaluating his plans for the 2005 season. The only difference in these planning processes that take place every year is the fact that Schuerholz seemingly always finds a way to find some satisfaction from them.
"What we've done [in this streak of NL East titles], assuming that every organization in Major League Baseball plans the same way, is even more remarkable, because everybody is trying to do it," Schuerholz said. "The fact that no other team in the history of professional sports has ever done it puts it in a whole different category and gives us, rightfully so, a well-earned sense of pride."