At times, we need to step back and take a look at the scope of an organization as large as an MLB team and then couple that with the extremely limited talent pool available at any given moment. The Twins have, what, 50 scouts? More? And how many qualified scouting directors are available in November? Never mind the not-scouts who work under the director. And that's just the scouting department. Multiply those numbers through analytics, administration, coaching, etc. When large organizations see turnover, it's rarely fast and furious. It happens over a period of time as talent (or lack thereof) is identified, promoted, demoted, fired, and hired. I've worked in large organizations that saw management turnover. They didn't walk in and fire everyone on day one because the organization would literally stop functioning the moment that happened. You need to grandfather in the current staff, identify strengths and weaknesses, change philosophy, and then make adjustments. Firing everyone when you walk in the door sounds like a good plan but would lead not only to failure but catastrophic failure.