Vision 2050: “Approach sustainability with an innovation mindset”
Forward-thinking strategies, data-driven innovation and sustainability are Dr. Mark Bloomfield’s main topics. The founder of the Turbulence Group and the Transformation Tour, who is also a Fellow of Cambridge Business School, takes a critical look at golf and its economic opportunities for the future.
How did you get into golf?
Bloomfield: By accident. I played football from a very early age, but I remember when I was nine years old, a friend was going to a local ‘pitch and putt’. I had no clue what that meant, but it was a very small parkland course, with rubber mats, worn clubs and balls that had clearly seen better days! The first time I was able to get the ball went in the air, I was hooked. I managed to convince my father to buy me two clubs, which were a nine iron and a putter. When I returned to that ‘pitch and putt’ with my own clubs, I felt like a pro! I’ve loved golf since.
Are you playing more in a traditional club or do you prefer public golf?
Bloomfield: Public Golf. I grew up in Stevenage, Hertfordshire but played mostly Chesfield Downs Golf Cub and still hold a membership there. Growing up, Ian Poulter was the assistant pro! I have a strong affinity for Chesfield; it nurtured my passion for golf and continues to welcome people from all walks of society. The club has transformed massively over 20 years. What was a large pro shop is now relatively small, the driving range is now thriving, and the addition of a health club has given a real energy to the golf club. I can’t wait to see how it will continue to adapt to meet the needs of the local community.
When you think about the perfect development for golf in 2050, how does that look?
Bloomfield: My vision for 2050 is, that I will go to a local golf club on a weekend to watch new types of golf matches and support my favourite players or teams. What excites me about this is bringing a community of people to the golf course as fans. These fans may have not played golf before, but we can offer the facilities that will help them get started and therefore introduce a new generation of individuals to the game. In this ‘vision’, I believe we will have both golf leagues and fandom. I believe that this will lead to a deeper community engagement with both golf and golf courses. Additionally, I hope that golf is perceived a net community benefit, both environmentally and socially.
Will the transformation in golf come top down from associations?
Bloomfield: In my view, transformation occurs from the ground up as well as from the top down. Whilst change can be accelerated by organisations like the R&A, I am struck by how quickly the golf is evolving both in terms of formats, technology, and challenging traditional assumptions.
I believe golf is at an inflexion point and we will see huge innovations and transformation. For example, I sense AI will fundamentally impact golf coaching and then cascade to disrupt the PGA as we know it now. Transformation will be inspired by customer needs which will result in a new era of golf that is so distinctively different that it may operate independently of traditional regulatory bodies and associations.
Looking ahead, I envision a future for golf that is less constrained. We’re on the cusp of witnessing a transformation in how the sport is played, with innovative and alternative formats emerging, from floodlit short courses to at-home simulators. It’s evident technology and media will play an increased role.
How important is the economic angle when we talk about the transformation to more sustainability?
Bloomfield: Sustainability offers us the greatest innovation opportunity. Yet, I worry deeply about a ‘compliance mindset’ towards sustainability or worse, fatalism.
I believe we should approach sustainability with an innovation mindset. This offers numerous opportunities such as increased memberships, new revenue streams, lower operating costs etc. We are also seeing the emergence of economic incentives such as biodiversity net gain credits, water management credits. I do believe that with a custodian mindset towards the land, that we can do good whilst still making money. I don’t believe they are mutually exclusive.
There must be an increase in education and introspection for golf clubs to help them re-imagine what sustainability can offer. We need to excite and delight.
New players like Saudi Arabia take more influence in worldwide economics as well as in sports. Will this development continue in the next 30 years?
Bloomfield: In my view, innovation starts by challenging assumptions. For golf, this includes 14 club, 18 holes, on a course etc. These assumptions which are starting to be challenged leading to new formats such as floodlit golf and simulators. One of my favorite quotes by W. Gibson is “the future is already here, it’s just not evenly distributed”. It’s important to look at the transformation other sports have gone through (such as cricket) for both inspiration and insight.
Countries or organisations with access to large amounts of capital can clearly be influential and accelerate transformation. However, it’s interesting also to look at countries that innovate differently. For example, “jugaad” in India. The philosophy is about doing better with less and embrace constraints. The cost of the lunar landing from the Indian Government (for example) was tiny in comparison to a standard lunar launch. We can learn a great deal from this.
In sum, economies must diversify and adapt to navigate future uncertainties and golf must do the same.
How big is the conflict with traditional clubs and members, who really look for their old club as a kind of second home?
Bloomfield: Many leaders recognise the need to change and transform. However, employees are craving stability. In short, transformation vs stability. This creates a tension both within organisations and believe this is true for golf clubs too. Despite our desire for “smooth waters”, we are sailing into choppy waters of unpredictable weather patterns, material shortages and changing social norms (to name but a view).. Businesses must adapt to these if they are to thrive in the future.
The opportunity is to develop a future-facing innovation strategy. That is, to think how we innovation and allocate our organizational resources today but understand what may emerge in the future. I do believe people come to golf courses to escape life. But golf courses and clubs can excite and delight people to show what’s possible with an innovation mindset. If golf clubs don’t transform to be net community benefits, then I believe many will disappear. Adapt or die.
What’s that the reason why you choose golf courses for your Transformation Tour?
Bloomfield: Golf has taught me so much in my life – particularly “the most important shot is the next one” and “play the course not the competitor”. Golf mimics lift so many intricate ways and golf course is the ultimate classroom!
The education model remains mostly classroom based along with PowerPoint presentations! But I don’t believe that’s how we learn. There is a shift in education towards immersive and experiential learning. Kids learn through play and we should be inspired by this, even when are covering topics such as sustainability and transformation
In The Transformation Tour programmes, you learn with and from each other. We leverage peer coaching, working in groups of 4. Each hole has a defined challenge and a reflection question. This approach brings key insights and lessons to life in a fun but meaningful way.
Golf is a walk in nature interjected with pauses. This affords us a fantastic learning environment to reflect and challenge our thinking.
Last question, let’s imagine you become the president of a very traditional golf club, and you have to lead them successfully into 2050. What are the first three decisions you take?
Bloomfield: My focus would be inclusion, partnerships and technology. As noted, I believe every golf club will need to become a net community benefit in order to thrive.
Regarding inclusion, we need to consider the “members” of the future (and memberships may not be right model). This means understanding future customer needs and innovating to ensure these are met. Transformations are not without friction but we need a long-term mindset rather than simply bending to short term opinions.
Partnerships will be fundamental to future success. This means working closely with the community to host events, such as leagues, and also working with the appropriate environmental group to ensure that we have a net positive impact.
Finally, technology will enable us to deepen relationships with our customers. This could be on-course technology such as sensors for better course management, or wearable to offer an improved gamified experience.
