Total Competition: Lessons in Strategy from Formula One

by Ross Brawn

after every second race I would have a whole factory debrief, with everyone. In fact in the end, because we made that a little more detailed with information slides, we had to do it in two or three tranches of two hundred people a time to get everyone into the presentation room. The team was growing and so was the amount of information we were giving. In that briefing I would give a summary of the races, how we had done. It would show where we were on points scoring. We had metrics for reliability which we would present at that meeting. Rob Thomas would do a presentation on the factory and how it was going. What the reject rates were etc. Just things to give people a flavour of how the company was doing. There would be a financial report to let them know how we were doing on budget, but it wouldn’t go into massive detail. I would then give a summary to the staff and try to make it clear what our objectives were and what was expected of them. That would be spread over a day because there would be a couple of presentations in the morning and one in the afternoon. Each individual presentation would be one-and-a-half to two hours. And also we did one at night because there were quite a number of shift workers. That would happen at 8pm.