Teeing off for Strategy

The GCMA has embarked on a comprehensive strategic review with the aim of promoting a culture of excellence in golf club management. Here’s a summary of what is planned… Strategy without leadership goes nowhere; leadership without strategy has nowhere to go. That was the road map the GCMA began with when it embarked on a comprehensive review of its structures. “We needed a review of where we were going, and looking at how we needed to develop in the future,” says chief executive Bob Williams of the project, which has seen the GCMA work with Nick Watkins, of consultants Q4 Management, for the last 16 months. Every aspect of the association’s work – from the board to membership and regional structures – has been examined to map out a way forward for the GCMA. Built on key strategic pillars, the review is designed to equip the association with a clear understanding of direction, define what it needs to achieve over the next three years and have clarity of vision that everyone can buy into. Those pillars are: membership, the regional structure, the board and organisational structure and communications and marketing - all underpinned by finance. All embrace the mission (the GCMA’s why) and the vision (the what). The mission is ‘to promote a culture of excellence in golf club management’. The vision is ‘to be the recognised authority in golf club management through modern, progressive leadership’. “I believe this is about helping you as golf club managers,” explains Watkins. “If we can make your life better – in terms of golf club management – then we will make better golf clubs.” That mission, and vision, will be realised by guiding principles: Integrity – “we demonstrate a commitment to integrity by conducting our business in accordance with the highest standards of professional behaviours, ethics and transparency.” Knowledge sharing – “we actively gather, apply and share knowledge with our members and proprietors, designed to further foster their development and enable them to succeed to their highest potential.” Respect – “we foster a culture of total respect where we listen, communicate openly and value diversity amongst our membership, their ideas and their points of view.” Community – “our valued membership and partnerships are our community to whom we will, at all times, endeavour to make a positive contribution in a responsible and responsive manner.” All of these bond together in a clear culture: The GCMA culture aspires to be progressive, modern, energetic and proactive – a culture that encourages collaboration, communication, openness and commitment. So let’s take a look at each of the pillars in turn… Pillar One – Membership “What’s our overall objective?” asks chief executive Bob Williams. “It’s growth in membership. We need to grow membership.” That’s the key to the membership pillar – the growth of membership to further underpin the association’s financial sustainability. “To meet the aim of growing membership, the strategic review advocates the introduction of additional categories” To do that, the GCMA board has looked at what it can...
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