...but we can't replace Posey's "intangibles" now can we?
LOL. Sorry, I have to laugh every time I see the word intangibles in parenthesis.
I'll take a boatload of talent over a boatload of "intangibles" any day of the week.
...you need both actually, or else you become the Knicks

...but the point was suppose to be sarcastic...
Changing gears, I keep seeing this "magical" and "crystal ball" stuff come up everywhere...its really not that difficult to grasp:
1. Players have contracts that last certain amount of years.
2. Players make set amounts of money on those contracts
3. Their is a set amount of years and raises allowed in a contract
4. Historically age and production factor heavily into projected salary
5. Looking at team rosters will tell you when certain player's contracts will expire
6. Looking at certain team situations will give you hypotheses on how a team may build in the future
7. Having daily discussions with other teams helps to establish the value of your players as well as theirs
8. Keeping notes on these conversations, creating spreadsheets on each years potential free agents, and continuing to update as you go allows for you to create "target lists" of players.
9. Managing your team's salary cap and making sure the players you have on your roster provide value based on their production/earnings ratio gives you flexibility
10. Having a successful team gives you clout in the marketplace because become a desirable location to play and the perceived value of your players increases because of that success.
This isn't rocket science, its business management for the business of basketball. Fans of teams look at every move in isolation and are constantly surprised by what comes next, well run teams with competent leadership are not...bad teams are run by guys like Isiah Thomas or Michael Jordan who, like fans, make isolated moves based on talent and not on asset management and long-term project planning...these teams most often fail because of it.
This is business, this is how it works...I recommend to everyone who wishes to spend the time--SAVE INTERVIEWS and ARTICLES, record audio as well...Ainge, Wyc, Doc, Pierce...all of these people have given insight into this process over the course of the past 5 years. They talk about this stuff, but short-sighted fans caught in the here and now gloss over these points and whine about team management and ownership trying to "sell a bill of goods" and stuff like that. All the while, the thought process and basic outline of how they plan to go about doing it is laid out for public consumption.
You can go back into the Globe and Herald Archives and pull transcripts from Ainge and you'll see a very concise outline stating his initial intention to build through the draft and trade, his thoughts about big name players who come onto the market year-to-year, his intention to develop and consolidate in order to "be a player" on the market, and his desire to build up the reputation of the franchise to make it more attractive to players...
We are witnessing a PROCESS of team building that started 5 years ago and is continuing on to this day...the process isn't so finite as to be able to factor in any certainty of acquiring any specific player, such as Ray Allen and Kevin Garnett, but it does account for their potential availability. Its Ainge's job to figure out what the value of those players is and position himself to meet that value if and when they come available. This happens with ALL prospective players Ainge values, as he is constantly gauging the market and seeing what MAY come to pass.
...what else do you think Ainge and the front office do year-round? You don't honestly think they get a roster and then sit on their butt waiting to see what happens...team building is a 12 month a year process of evaluation--another thing Ainge has stated in the public forum...our current success and our future success will ride on this process of evaluation, anticipation, and CALCULATED risk...