Modern consumer culture often defaults to replacing items quickly, but choosing to repair and maintain builds resilience, technical knowledge, and deeper understanding. Continuity in leadership can provide a competitive edge by preserving institutional memory and reducing disruption. Promoting Bobby Webster to head of basketball operations keeps organizational stability while recognizing proven competence and specialized experience. Webster's background includes advising all 30 NBA teams on the CBA, salary cap, and luxury tax, which provides concrete operational expertise. Team-building in the NBA is complex, feedback on decisions is delayed, and predictable formulas for success do not exist, so steady leadership matters.
There are times where replacing something is probably for the best (one more trip on the 401 in my old Hyundai could very well have been my last). But there's also something to be said for sticking with things, with people. For what we learn along the way by fixing things, the resiliency we develop, the deep insight into the specifics of how something works - be it managing with iffy brake lines or running the Toronto Raptors.
That's one reason why the Raptors extending Bobby Webster and giving him the "head of basketball operations" title is a good thing. Continuity is often a competitive advantage for organizations, be it in pro sports or elsewhere. Another is that he's smart, well spoken, driven - good at what he does. Webster spent time with the NBA's front office in his 20s, advising all 30 NBA teams on the CBA, salary cap, and luxury tax.
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