The Sixer Sense
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Philadelphia 76ers: The Sam Hinkie Manifesto

By Bret Stuter

Dec 7, 2015; Philadelphia, PA, USA; Philadelphia 76ers general manager Sam Hinkie speaks to the media during a press conference to introduce Jerry Colangelo (not pictured) as special advisor before a game against the San Antonio Spurs at Wells Fargo Center. Mandatory Credit: Bill Streicher-USA TODAY Sports
Dec 7, 2015; Philadelphia, PA, USA; Philadelphia 76ers general manager Sam Hinkie speaks to the media during a press conference to introduce Jerry Colangelo (not pictured) as special advisor before a game against the San Antonio Spurs at Wells Fargo Center. Mandatory Credit: Bill Streicher-USA TODAY Sports /
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Outsiders agreed. ESPN regularly ranks the forward-looking three years for each team in their
Future Power Rankings. They take into account the team’s current roster and future potential of those
players as about half the rating, then include future draft picks, cap position, coaching, management, etc.
The Sixers near-term future ranked 24th in a 30-team league.
In the press conference announcing my arrival at the Sixers, I said:

  • • Our challenge was not for the faint of heart. It wasn’t.
  • • Our challenge was big enough to humble me to think about the enormity of it. It did.

We would have to get so very much right.

Goals

The strategy we settled on was straightforward, even if arduous. Replenish the talent pipeline,
improve the quality and quantity of players on the roster, shift the style of play towards tomorrow’s champions, and become a culture focused on innovation.

You heard me speak of these goals at each of our quarterly board meetings; always the same since June of 2013. Variety is overrated.

This continuity of focus has served to frustrate many. I’ve found those most frustrated are those that either underestimate the enormity of the challenge or fundamentally want something else.

Specifically, we set out to maximize the odds of acquiring star players using all three available
methods of acquiring players (draft, free agency, and trade).

  • 1. Draft: invest in the deepest pool of star players—young players via the NBA Draft.
  • 2. Free Agency: maintain financial flexibility to assume contract liabilities of other teams to acquire picks and prospects and move quickly toward special opportunities in signings/trade.
  • 3. Trade: gather attractive, improving players to (best case) develop to win games for the Sixers, or (worst case) trade for better players or players likely to improve at a faster rate.

We determined to play a faster style that recognizes the importance of speed in tomorrow’s NBA
and one that quickly integrates young players. We set out to improve our shot selection toward high efficiency basketball. We also wanted to build a defensive identity that—in time—could thwart tomorrow’s high-efficiency offenses. Lastly, we needed to build a world-class training center, develop an ever-evolving player development program, and change the organization’s culture to one of innovation and a constant search for competitive edge.

These goals were not to fit some preferred style of play, but instead were aiming for where future
champions would be crowned. That original document I gave to Josh and David in 2012 said:

History’s lessons are clear, but tomorrow’s championship caliber teams may
break from historical trends:

  • • Example: A 3PA-happy champion like Orlando under Stan Van Gundy
  • • Example: A fast-paced champion like Phoenix under Mike D’Antoni