The Los Angeles Dodgers aren't just a baseball team these days. They are a symbol. For fans of the other 29 major league clubs, they are a source of either indignation or longing.
For rival owners -- and the commissioner who answers to them -- they exemplify a widening payroll disparity that must be addressed. For players, and the union that represents them, they are a beacon, embodying all the traits of successful organizations: astute at player development, invested in behind-the-scenes components that make a difference and, most prominently, eager to pump their outsized revenues back into the roster. The Dodgers employ seven players on nine-figure contracts, with five of those deals reached over the past 15 months.
They also have the strongest farm system in the sport , according to ESPN's Kiley McDaniel. Their lineup is loaded and their rotation is decorated, but also their future looks bright and their resources seem limitless. And yet their chief architect, Andrew Friedman, isn't ready for a victory lap.
"It just doesn't really land with me in that way," Friedman, entering his 11th year as the Dodgers' president of baseball operations, said in a recent phone conversation. "I think once I get fired, once there's like real distance between being mired in the day-to-day and when I'm not, I will be able to look back at those things. But for us right now, it all feels very precarious.
"We've seen a lot of really successful organizations that fall off a cliff and take a while.
