The fifth hole at Montana's Wildernesss Club, a Troon property.
Navigating current business conditions and stepping back to plan seriously for the years ahead are distinct challenges for any company. The core COVID-19 years of 2020 and 2021 were a point in time when golf companies were best off staying in the present, hoping to thrive under strangely conducive circumstances.
But there’s a good chance that COVID-19 has ceased to be the absolute disruptor of commercial and societal life it once was. Deciding now to step back, look long-range and decide on strategies for the remainder of the 2020s seems pretty reasonable. Besides, projecting and crystal ball-gazing is more enjoyable than sanitizing every surface in sight or hanging lucite dividers all over the place.
Of course, peering into the future is a wide-ranging activity and difficult to do in a finite manner. One way around that problem, in an industry such as golf, is to confine the exercise to a single organization – but definitely one that is large, influe...
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