"You know, it's never a simple answer, but if I had to put what was top of the list, it was people and specifically our culture. Obviously, we're in the most technically advanced sport in the world, so technology clearly plays a huge role, but it's the people utilizing the technology, working together to develop an awesome racing car, to give our two awesome racing drivers the chance to go out and win world championships."
"Look, it's hard to win in business. It's hard to win in the professional sports world. You've now done it, the Constructors' Championship, in two consecutive years. Talk about how you've accomplished that and what leadership and maybe organizational lessons there might be for listeners who aren't familiar, who aren't F1 fans."
McLaren achieved consecutive Constructors' Championships by prioritizing culture and people while harnessing advanced technology. The organization aligned every team member around clear contributions to the racing program and invested in collaboration to translate technical excellence into on-track performance. Rebuilding required addressing low morale, learning from failures and setbacks, restoring brand strength, and clarifying long-term vision. Leadership focused on talent, teamwork, and integrating AI and technical innovation to optimize car development and race execution. The emphasis on people using technology turned engineering capability into championship results.
Read at Harvard Business Review
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