This tools have evolved over time, moving from craft tools (modified clubs, bars, rubber bands…) to sophisticated electronic devices that record the player’s swing in super slow motion. Some of them, like Trackman, use radar technology to analyze the flight of the ball and display a set of parameters that help evaluate the performance of each strike.
This tool is one of the most revolutionary, and nowadays is quite unusual to see a professional player train without it. Its greatest strength is its ability to parametrize each kind of shot and show the player the values achieved with each swing (distance, angle, spin…). Thus, with Trackman, players can discard variables based on sensations and get unbiased information that will lead them to better results in the decision making process.
Which shots show more dispersion from the target? What are the distances achieved with each club? With the driver, how long does the ball fly and how far does it roll? Has the ball the right spin in each strike? These are some just some of the answers that Trackman can provide to those professional players that train with this device, and that makes a big difference compared to those who don’t.
Using technology does not guarantee you success
In business, as in golf, it’s vital to work with tools that help improve efficiency on the processes, and therefore, lead to achieving project goals. Competitiveness is key for any business to survive, so the use of technology is almost obligatory in order to improve the business processes by reducing time and automating and simplifying tasks. But using this technology does not guarantee you success, tools don’t do all the job by themselves, and the intervention of a worker is always needed. In the same way that Trackman does not turn everyone into a golfer, a computer or certain software will not make a business succeed just by itself.
Choosing tools for a business must be done with common sense and criterion, as the costs of acquiring new technology are not limited to just the cost of the device itself. It’s not necessary to always have the latest technology on the market, since its integration into the business processes and user training for its use and maintenance are costs that the company must bear. Moreover, whenever a new tool is implemented there is a learning curve for users, who have to take control and become familiar with it. Consider for a moment how many times throughout the season changes clubs a professional golfer. If most of them don’t do it too often it’s because their game is based on those tools, and they must be reliable and trustful. In addition, every process affected by a technology change usually suffers low productivity or even no production at all at early stages, so you must expect a cost of implementation as well.
The tools chosen must help business to achieve its goals, otherwise, it will be a waste of time and money. As in golf, where training must be based on quantitative data and not only in qualitative sensations, having reliable and consistent information is vital to obtain good results in the business world. If in golf you need to know exactly how long you go with the driver, and estimations are worthless, it’s obvious that a similar approach is needed in business. You cannot just think that you’re going to be competitive in a market, you must be sure that you’re going to obtain a certain share of that market before spending money in marketing campaigns. In order to increase the chances of success, you must make management decisions relying on quantitative data rather than trusting your feelings.