The golf business has remained unchanged for decades, but now is the time for innovation
This is the third and final part of a series, “Putting from the rough”, that focuses on how a consultant can bring new ideas to golf clubs.
Expect change: An effective relationship will change the nature of the business environment. This will affect the club and any brand or product partners and is both good and to be expected.Function: The client must make an effective introduction of the consultant to the incumbent staff. This will clearly define which functions the consultant is there to perform, as there will inevitably be some fear around job security.
Using prefixes such as “consulting”, “interim” and “acting” should be avoided, as these create a sense of impermanence. This can be counterproductive and prospective partners might want to choose to wait until they can finalise any business with a permanent or full-time member of staff. The golf business has been slow to innovate, due largely to the previous lack of any need for change. However, the trading environment is now very different, adding powerful resonances to the phrase that “necessity is the mother of invention”.
Equally, management boards and directors put themselves in serious danger of failure if they do not also encourage their own facility’s management to be proactive — with the related accountability.
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