Tag Archives: Brian Milner

In which, we string together Golf, Diversity and the Schulich MBA

This week the Globe published an analysis of golf in Canada: more gloom than sunshine, but certainly no outright doom. Perceptions are an important part of assessing any situation, whether it is the subtle “half-full/half-empty” divide or the distinctions you make while applying an analytical tool. Former PGA tour player, Ian Leggatt cited some problems to attracting golfers to the game. In theory there are some interesting questions: At what point does this risk become significant? Does a market change mean an opportunity or a threat? (The symmetry of the SWOT analysis feels a bit like a dirty little secret.) In practice, we have to make decisions.

Leggatt identifies two specific issues to golf’s problem of attracting new players: (1) it is too expensive and time consuming, and (2) it is too tough thanks to golf course development in the past two decades that left us with public courses that pose too much of a challenge for the non-expert golfer. Sadly, part of the discussion of the latter issue involves entities like Clublink looking at redeveloping Glen Abbey. (Hey, it happened to Yankee stadium!)

There is already lots of attention to Problem #1, too: shorter courses, cheaper memberships, bigger holes, and a slew of other innovations. As a golfer and a bit of a traditionalist (and a member of Weston Golf and Country Club), I want to look at what can change without changing the fabric of the game… or redeveloping the land. This is how Iron Lady Golf caught my eye because founder Lindsay Knowlton sees “an opportunity” where others see nothing but threats.

More than an business opportunity, Iron Lady Golf is righting the lingering inequity that the game of golf creates tight networks that seem to be inaccessible to women. The programs and the thinking aim to build individual skills and confidence, as well as to create accessibility to the game and to golf clubs. The “exclusivity” of the private golf course has shifted from being a value-adding differentiator (MBA-speak for “a good thing), to being something that hinders a clubs existence.

Additionally, this history of “male-centric exclusivity” translates into the wider corporate world. The topic of “diversity” is in heavy rotation among large corporations, which also contain tight male-centric networks, though not restricted golfers. Will bringing more professional women into the game of golf solve the lack of diversity in corporate Canada? Probably not. Will it help? I would argue, “It could.”

The piece of curriculum in the Schulich MBA program that I deliver encourages thinking about multiple stakeholders and the intersecting interests. Such an orientation creates a rich landscape over which to layer in opportunities and threats. In identifying interests, the bigger questions become “opportunities FOR what?” and “threats TO what?” People mobilize quickly around existing self-interest. For me, threats to golf get my attention, as do opportunities to bring more people into a game that I really enjoy.