Red Wings Must Embrace a Data-Driven Front Office – The Hockey Writers –

According to a recent report, Detroit Red Wings owner Chris Ilitch is “believed to be looking for an analytics-driven person to take charge of the Wings, similar to how his Detroit Tigers plucked Scott Harris from the San Francisco Giants to guide the Detroit Tigers as president of baseball operations in September 2022.”

A move of this sort would represent a significant shift in the team’s decision-making philosophy. Previously, the Red Wings have used analytics in an advisory role rather than being a central part of roster construction and organizational strategy. Now, it appears that Detroit plans to modernize their front office.

Value In Red Wings Bolstering Data Capabilities

Let me get this out of the way up front: Embracing analytics does not mean replacing scouts with algorithms, ignoring hockey experience, or allowing spreadsheets to dictate every decision.

It’s a tool to aid decision-making. It’s research and findings, then having that context as one of many inputs. That’s it.

This is what businesses and other sports leagues have been doing for years. Companies increasingly rely on data-driven decision-making because intuition alone is not enough in competitive environments. Data allows organizations to test assumptions, measure outcomes, and make adjustments based on evidence rather than relying solely on tradition or instinct.

Take, for example, a marketing campaign. If research is done and it’s determined that email is the best way to reach your customers (and generates the most customer action), that’s analytics. It’s a basic example, but an example nonetheless.

Perhaps the greatest value, though, lies in maximizing the information available. More specifically, developing proprietary insights from internal and third-party data.

In today’s NHL, every team has access to similar resources. Public analytics models, video databases, tracking information, and third-party reports (i.e. Sportlogiq) are widely available. Every organization can look at the same numbers, analyze the same trends, and identify many of the same players.

That makes proprietary data and internal analysis all the more valuable. The teams that create their own models, develop unique evaluation methods, and uncover insights others do not see are the ones with the greatest opportunity to gain an edge. A third-party report may tell every team that a player is undervalued. A proprietary model may reveal why that player is undervalued, whether those traits translate to a specific system, and whether he is more likely to outperform his contract.

These small advantages add up. And with the level of parity in the league, a few insights turned into a few extra standings points can mean the difference between a playoff berth and another long summer.

After all, a modern hockey operations department should use every available resource to improve decisions involving the draft, player development, free agency, trades, and contract negotiations. Analytics, in particular, can evaluate the true impact of roster decisions and provide additional context that traditional scouting may miss. It can also help the organization better understand player development by tracking progress over time and identifying areas where prospects need additional support.

For a team like Detroit, which is attempting to build sustainable success around young players such as Moritz Seider, Lucas Raymond, and Simon Edvinsson, improving player development and sports science processes should be a priority. The ability to identify what separates successful prospects from those who plateau could have a major impact on the organization’s long-term trajectory.

Final Word

There will always be elements of hockey that cannot be fully quantified. Leadership, competitiveness, character, coaching fit, and a player’s ability to perform under pressure all matter. A model cannot capture everything that makes a successful NHL player. That is why analytics should be viewed as part of the equation and not the entire equation.

The ideal front office would combine experienced scouts, coaches, executives, and analysts who collaborate throughout the decision-making process. Analytics should challenge assumptions, identify opportunities, and provide additional evidence to support decisions.

Detroit’s next hockey operations leader—or leaders—should not simply understand analytics. They should understand how to integrate analytics throughout an organization.

The NHL is changing. The organizations that adapt fastest will be the ones best positioned to succeed. And the Red Wings should embrace that change.