LEADERSHIP
mover advantage ’. Formula-1 racing has many analogies and situations resembling the business world . The valuable lessons can be drawn by the business leaders while enjoying the F-1 race as a sport . Formula-1 can also use ‘ tried and tested ’ management principles , methods and tools to overpower the competitors . This article is an attempt to look at the F-1 race from the kaleidoscope of management in general and strategy in particular .
McKinsey ’ s 7-S model is the fundamental and useful structure in the field of management . The model is developed by researchers at one of the largest management consulting firms in the world . This model identifies 7 elements that form the foundation of any organisation . They are Strategy , Systems , Shared values , Structure , Staff , Skills , and Style . This is the model of organisational excellence . McKinsey maintains that all successful companies in the world ensure that these 7S work effectively and also in coordination , by creating synergy . McKinsey ’ s 7S model is useful while competing in the F-1 race , as well . The apt question to be asked is , ‘ whether Formula-1 racing is using this McKinsey ’ s 7S model ?’ The answer is , ‘ Yes , but only Subconsciously ’. The F1 teams may not be aware of it but for their success , they must practice it . It provides seven strong pillars on which the success in Formula-1 racing can rest , consolidate and grow stronger further .
F-1 : A mind and machine game
Formula-1 is a ‘ high tech-high touch game ’. Hardware appears the same for all machines but the way it is handled makes the difference . The human touch makes all the difference . VUCA factors induce real fun challenging limits for men and their machines .
“: In Formula-1 racing , success is seen on the racing track but often designed in the decisions made behind the pit wall in terms of strategy crafting . The decision on what race strategy to take is based on huge amounts of research and data analysis .”
Competing while collaborating is the mantra for both the drivers of the team . They have to fight for their pound of flesh but ensure that they don ’ t miss the entire meal . They have to dance with the elephant but ensure that they don ’ t crush their foot beneath his foot . Having a deep understanding of the rules is very important for the driver ( racer ) and the team as well . They are free to raise objections during and after the race for violation , bullying by any player . Formula-1 Grand Prix car racing is just as much a ‘ mind-game ’ as it is a ‘ machinegame ’. It is the race for the excellence of machines and minds . Mental blocks are as critical as blocked tyres and they are quite frequent . Technical teams are constantly in the hunt for technologies and engineering to develop near , ideal engines , tyres and other components . But the machine , tyres , and knowledge are hygiene factors . The real clash in the race is among teams with burning desires to over-power , with near-perfect skills . In a race of 305 kilometres , drivers lose 3 kg weight . That is the amount of physical and mental stress on drivers . Developing a winning team is as difficult as developing dominating machines . A driver is just a visible part of the winning team , the tip of the iceberg . An untimely pit-stop call or just a second more wasted in the pit stop , and apparently insignificant mistake of a mechanic and many more small errors cost championships . The measuring unit is micro-seconds !
Formula-1 race and McKinsey ’ s 7S Model
The discussion point is , how ‘ Strategy ’ is the cutting tool in F-1 racing . But the strategy shelter rests strongly on the other 6 pillars suggested by the McKinsey model . They are the prerequisites . The success of the strategy depends on operational excellence that is defined by the tactical approach supported by the 6 pillars of strategy identified by McKinsey ’ s 7S model .
Out of 7S of the organisational success 5 are related to human resources . They relate to team building ( staff and structure ), developing their competencies ( skill and style ), and inspiring them ( shared values ). Other 2S relate to empowering the team to perform ( system and strategy ). The members of a team are strikingly the same in their attitudes but distinctly different in their skills sets .
Shared values help avoid value conflict . A leader of the team identifies them and his team shares them . Once values are shared , they can relate to the team ’ s vision and mission . Shared values avoid conflicting interests , foster impartiality and trust-based relationships in the team . Driving for perfection , speed , innovation , excellence , precision and teamwork are some of the few shared values of F-1 teams . Championship becomes their dream , vision . It happens only when the knowledge , customs , beliefs , and habits of the team members converge . Shared values facilitate it . They help the team to relate to each other and to the common aspects . The challenge to be the best is the value top F1 teams and Fortune-500 companies share .
Style is a particular way of doing things . Organisation culture facilitates and shapes the style . ‘ Polite aggression ’ is the style of the Mercedes F-1 team led by Lewis Hamilton . ‘ Charging Aggression ’ is the Red Bull team ’ s style . Their style gets reflected in the way they drive , handle pitstop , compete for the pole position , select the timing of pitstop and the pairs of tyres they use to start the race . Teams attract and retain fans / customers based on their style .
Staff includes the people , their backgrounds and competencies . The leader decides how to recruit , train and manage careers of every member of the team .
Skills required by a team for the effective execution of the strategy are identified to recruit staff . The leader constantly keeps track of the ‘ skill inventory ’ and ensures to fulfil it by spotting talent .
Structure : based on the roles of the team members their authority and responsibilities are fixed . A formal structure is established to facilitate operational effectiveness and team dynamics . It gives clarity to everyone in terms of who they are reporting to and who reports to them . F-1 uses a ‘ Line and Staff ’ organisation structure with many specialists supporting as staff .
System is a set of processes formulated
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