n 2003, “Moneyball,” a book by Michael Lewis about Billy Beane and the Oakland
Athletics, hit the top of the New York Times best-seller list.
Unable to financially compete withmajor market teams such as the New York Yankees and the Boston Red Sox, Billy Beane and hisstaff used advanced statistics to increase efficiency in evaluating the effectiveness of players.Their evaluation tools produced results that questioned many of the long held beliefs inprofessional baseball and sparked a statistical revolution that brought modernized and analyticalperformance measures from the periphery to the forefront of every managerial office. Inbaseball,
“SABRmetrics,” defined by founder Bill James as the “search for objective knowledgeabout baseball,” questioned the traditional measures of baseball skill and attempted to create new
methods to better determine the value and efficiency of players.
General Managers no longer
assessed players based on “baseball card” statistics such as ba
tting average or RBIs (runs battedin) but statistics such as OPS (on-base plus slugging) and Runs Scored (which differs from RBIs
in that it doesn’t rely on teammates having t
o reach base in order for the hitter to receive credit,hence a much more efficient individual measure).
Once the territory of “stat geeks” who
resided in the periphery of professional sports, these statisticians have cemented their place inevery major sport and contributed greatly to the success of professional teams.The task then is clear: if statistical analysis is at the cutting edge of industry standards andproven to be a successful evaluation tool in Corporate America, Wall Street, and nowprofessional sports, it is evident that Armor Leaders must assess the lessons learned and seek toapply methods to better train and evaluate their own units. This article serves to argue for theuse of statistical analysis in Armor Companies in order to better assess the proficiency of Soldiers and tailor training according to their weaknesses, provide leaders the tools necessary tobest place and utilize Soldiers throughout their fighting force, and create an environment of competition and esprit-de-corps that drives and motivates Soldiers to become the best at theirgiven positions.
The Tragedy and Opportunity
As the US Army’s only forward deployed committed division, 2
Infantry Division’s posture to “fight tonight” has been amplified and reinforced by the recent events on the Korean
Peninsula. On 26 March 2010, the Cheonan, a South Korean Navy ship carrying 104 personnelwas attacked by North Korean weapon systems and
sank off the country’s west coast killing 46
On 23 November 2010, the bombardment of Yeonpyeong put the 2
Infantry Divisionon its highest alert since the Korean War ended. The artillery engagement between the NorthKorean Military and South Korean forces resulted in two ROK Marine KIA, two civilian deaths,and eighteen individuals wounded.