The saying, “if it ain’t broken, don’t fix it” was first said by Thomas Bertram Lance. This was about 40 years ago when he was the Director of the Office of Management and Budget during the reign of Jim Carter. The concept is applicable in the current context of the Gold Clubs that undergo rapid changes (Hirsh, 2017). In the recent period, golf equipment and membership have dramatically changed to enable golfers to hit shots farther and ensure consistency. Conversely, the prospects of change at many golf clubs are quite frightening to members, some of whom have been patriotic club diehards (Hirsh, 2017). Therefore, the golfers should adhere to the adage, "If it ain't broke, don't fix it!" to ensure that they only fix things that are broken while the intact ones are left alone.
I do not think that the saying fits the current business context that is characterized by a fast-growing technological environment and transitioning business requirements. In this regard, I do not refute the implications of the adage, but it is essential to know that such changes may involve huge financial costs (Chicago Connection, n.d). Such may grind better intentions to a halt since there are situations in the golf industry when the change may be disadvantageous, while in other situations, it may be advantageous.
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Most golf clubs are faced with difficulties trying to absorb the course of the building boom that could have been done in the 1990s. This implies that the changes at golf clubs depend on inclusive instead of exclusive membership (Hirsh, 2017). Notably, the changes might have been positive since some clubs that initially restricted some groups have become quite diverse with regards to membership. This implies that the change is a weapon for reinvestment for either enhancing or renovating facilities to torpedo other competing clubs.
However, there are instances where things that do not require fixing should be left intact. For instance, rampant changes in membership have resulted in many member-owner clubs that sell out to for-profit organizations for adequate management (Hirsh, 2017). So, change may be the right solution, but to some clubs, it may not be. The private clubs can evolve and become the best in the industry amidst technological advancements, while others may remain stagnant or even fail, especially when they are skeptical of change (Hirsh, 2017). Therefore, “if it ain’t broken, don’t fix it.”
References
Hirsh, L. (June 1, 2017). Golf Course Industry. Surveying the Scene. Retrieved from https://www.golfcourseindustry.com/article/private-club-golf-change/
Chicago Connection. (n.d). Golf Course Industry. In one of the nation’s largest markets, two vastly different facilities are making big moves to separate themselves from a crowded Golf Pack. Vol. 27, No. 7. Retrieved from http://archive.lib.msu.edu/tic/gcnew/article/2017jul.pdf
Hirsh, L. (April 18, 2017). Golf Property Analysts. Change: When is it good, and when is it bad? Retrieved from https://golfprop.com/blog/c-h-a-n-g-e-when-is-it-good-and-when-is-it-bad/
