In fairness, Clement did get hit in the head and was never the same. Still, the list of his failures is extensive. Here's an article about it:
The Epstein 11:
2003: Keith Foulke, three years/$20.5 million. (Stabilized the closer position. Closed out 2004 World Series.)
2004: Edgar Renteria, four years/$40 million. (Bought out after one dismal season for an additional $12 million. Renteria played in Boston for one year for $22 million.)
2005: Julio Lugo, four years/$36 million. (Hit .251 in three seasons. Part of the revolving door for Red Sox shortstops since Epstein traded Nomar Garciaparra.)
2005: Matt Clement, three years/$25 million. (An 18-11 record with a 5.09 ERA in two seasons. One All-Star Game.)
2006: Coco Crisp, three years/$15.5 million (Was put in the unfortunate position of replacing Damon, who had 197 hits in his final year in Boston. Ultimately replaced by the emerging Ellsbury.)
2007: Daisuke Matsuzaka, six years/$52 million, plus a $52 million posting fee that did not count against payroll. (Won 2007 World Series. A .620 career winning percentage. Hasn't pitched 170 innings in a season since debuting in 2007. Has averaged five wins over the last three seasons.)
2007: JD Drew, five years/$70 million. (Average season in Boston: 121 games, .264 average, 16 HR, 57 RBI.)
2010: John Lackey, five years,/$82.5 million. (A 26-23 record, 5.26 ERA, 375 IP, 436 hits so far.)
2010: Mike Cameron, two years/$15.5 million. (A .219 average in 81 games over two seasons. Traded in July of this year. The team moved Ellsbury out of center field upon acquiring Cameron.)
2010: Adrian Beltre, one year/$10 million. (.321 AVG, 49 2B, 28 HR, 102 RBI, All-Star.)
2011: Carl Crawford, seven years/$142 million. (Dismal first season in Boston, but too early to pass judgment.)
It might appear at first glance that Ortiz, Epstein's biggest player acquisition score, is conspicuously missing from that list. Ortiz certainly became a star in Boston, but he was not brought there to be one. In December 2002 at the Opryland Hotel in Nashville, Tenn., during Epstein's first winter meetings as GM of the Red Sox, he jousted with the A's Beane over the true object of their affection, Arizona slugger Erubiel Durazo. Durazo went to Oakland and Epstein settled for Jeremy Giambi. When spring training broke in 2003, Ortiz was fourth on the depth chart, behind Giambi, Shea Hillenbrand and Kevin Millar.
Epstein might not be responsible for total authorship of every one of those deals. Ownership has its predilections, and general managers often make deals of which they disapprove. But in Epstein's nine years, those 11 major signings totaled $543.5 million; during the same period, the Tampa Bay Rays' entire payroll amounted to $315.8 million on 225 players.
Of those 11, only one, perhaps two -- Foulke and Beltre -- can be considered unqualified successes. The 2003 Red Sox introduced then abandoned a disastrous Bill James concept called the "closer-by-committee," the thought being that a real save situation might not occur in the ninth inning, but rather in, say, the seventh. That winter, Epstein signed Foulke, and Boston won the World Series a year later.
Beane is sometimes maligned for being lionized despite never winning an ALCS game (never mind advancing to the World Series), but there is no question he revolutionized the front-office game -- who gets jobs, how those jobs are done and what statistical and cultural values are important -- and transformed the position of general manager from anonymous to glamorous.
But if the position is now worthy of Hollywood and big money and credit for a team's architecture, it is only appropriate that accountability be part of the equation. If the man running the game from the dugout is now considered a "mid-level manager," according to the Moneyball doctrine founded by Sandy Alderson and perfected by Beane and by Epstein, maybe he isn't the one whose bags should be packed when the plan fails.