Discussion
entropy said:
CoolHands said:
I reckon with the wind tunnel problems they have they just don't know what they're doing, and don't understand the numbers. Even worse, if there is a computational or mechanical error with the whole set up, I bet they'll never find it. I wonder if they can pay another team to do their aero work. Maybe job-share with Williams 
It's a complex problem. The track data will say one thing, CFD another and wind tunnel something else altogether. The wind tunnel can be wrongly calibrated, the scaling of the models used in wind tunnels. RBR suffered similar problems last year and bounced back in the second half of the year. https://www.motorsport.com/f1/news/red-bull-says-w...
In my mind though it just reinforces what sort of leadership is now required - at the top - and whether or not Brown has the credibility & capacity to join everyone’s hands together and sort the issue/s out. Because if a high-performing team of one lot of engineers can fix an issue in months, then why can’t another lot? I know it sounds simple but it’s a brutal assessment from which to start and then work up from.
It’s my observation but a lot of “CEOs” obviously low ball and kitchen sink when they get their hands on the tiller. It’s everything is a disaster, the last lot were useless and by the way there’s this, this and that. But the really experienced chiefs, the guys who know what a turnaround really entails, who’ve been there and resurrected businesses, they don’t come out with statements like, “....it could be two years, it could be 10”. But Brown just keeps on talking, soundbite after soundbite. In one statement saying things have rapidly happened over “four, five days”, another saying there’s the action plan and and he has solid foundations to build on.
I know there are loads of really insightful technical posters on here and I enjoy reading and learning new stuff from what’s written. But I imagine there are also a fair few who know what the boardroom sharp end is like especially when you’re in the news 24/7.
Leadership, what’s publically said, what’s not, information, information, information, rapid and frequent conversations with dozens and dozens and dozens of people, not just at the top of the food chain, but lower down. Hard work. Relentless. Brutal. Uncertain. And someone like Brown can’t just carry on with cozy evening business dinners with ex-JMI buddies and being Chairman for a few days a month at Motorsport Network, and polishing his car collection, and keeping tabs on how his United team are doing, and.....
Nope. IF, and it’s an IF, this is considered a crisis situation by the board, then it needs someone who can do crisis leadership. Because not just the board then think that, but more importantly the staff need it. They need to know special measures are in town and it’s not BAU anymore. I need, you need, we need, to see a way out this. Like, there’s zero point wasting time wondering how to uncover a genius or get Adrian Newey back. Zero point. Forget it. Not happening. Move on. No silver bullet hiring or firings. Better spend time galvanising a group of engineers to feel like a team and rather than feel belittled that ‘only a genius can help’, that aren’t they talented enough and full of desire to prove otherwise?
“What do you need. I can’t get you this, so what else. Will that do. No, be honest, but don’t let gold standard hold you back, think of silver. Managers out the room, everyone else feed me. No moaning, define issues, give me ideas, however out of stream they might be. Would you bet your mortgage on x, y and z working? Why are you so sure. You over there, what’s your idea. Just do it. Go for it. Why not. I want to see what you find. Anything. Computer results back after hours, you’ve got my mobile, it’s on the intranet. Call me. Between 2 and 6am, text me. You, you and you, no more glass offices, out there with your guys. Now. HR, spreadsheet of everyone’s pay, what’s the spread vs tenure and grades for last 3 years. So he’s been here x time, and since then he’s lost y number of staff and 3 of them were A graders. What did you do. Where’s his exit interview. Now. Who might suddenly hit sick leave. Who’s their #2. Any good. Don’t know. Why not. Oh they both worked together at so and so. So mates, right. Who interviewed. Ok identify the high talent from two grades below. Need names for those four sections by Thursday. Procurement. They said how long. Who said that. Did you speak to their CFO. No. Why not. Standard timelines. Not enough, push them. Offer an ex-gratia for quicker response. He said what. Tell me directly next time and I’ll speak to him. Dave, Karen, Joe, I want an explicit report from each of you on what’s wrong, what led to them being wrong over x period and what the key items to fix in your area and in each other’s. With timelines. No collusion between each other, zero leaning on juniors to write it up, you do it, you’ve got three days and you’ll be presenting it to each other on Monday and you’ll be presenting it to all staff on Tuesday. You’ll have 15 minutes each on the auditorium, then Q&A. Estates management said what. Why can’t the guys sign in outsiders more quickly. I don’t care if they are contractors, they work for us, right. Change it. Today.” On and on...and you got to wake up early every day wanting it. Not not wanting it.
Stress everything, everyone. Stress the buildings lifts. Mainly exploratory to see what might break but it’s not much beyond an insane capacity for hard work. But a lot of “CEOs” don’t do that....Hard work? What? I’m a CEO, I make the BIG decisions. Look at that nice glass award I got from the awards dinner we campaigned the hosts for to be in contention to win the prize. Nice, huh? Nah. Wrong guy, wrong arse in the hot seat. You need a voracious appetite for detail and speaking honestly and directly to the little people. It’s a different skill from managing in “peacetime”, and talking about your career bio at some baubly dinner.
That building up of human dynamic for a junior guy to pop up, pipe up and prick people’s thinking with an offbeat idea that may just get people thinking......that’s a lot of effort. And that has to be driven by the leader.
And guys who can lead through the fire are in short supply. Many just find out they’ve got the skill when it happens. But it’s 24/7, relentless dedication to focussed information gathering and understanding of literally everything, and just forget BBQs and wedding anniversaries. The wife knows. Risk, reward vs divorce.
I watched the telly earlier and saw Mansour Ojjeh in the pit garage. I can’t remember the last time I’ve seen him at an event, but may have missed it over time. Of course he’s there to ‘support the troops’ and show that Brown and he are in lockstep and ‘together on this’. Management 101. But I did think, does he really want to hear 2 to 10 years? Really? Anybody with half a brain is realistic. It could be ages. It could be never. And if a good, organised team like Red Bull can sort an issue out in months, it could be soon!
But a ‘crisis’ leader doesn’t say they have a plan after five days, and they communicate a lot to those that matter but say little in public that can be misinterpreted. Calm, honest, decisive but you have to be positive.
But then again. Crisis? Maybe not. Maybe some like the steady p&l, and the supercars sell well, and we just need the odd win, fire some whingers and hold steady for 2021, and let’s stay out the news, ok? All relative.
rallycross said:
Thanks to the teams de-sponsorisational approach under Ron’s final term while he waited for the ‘big one’ (which of course sadly never appeared).
With his over inflated, legacy view of the value of a title sponsorship, it was hardly surprising. Lol at "de-sponsorisational"rev-erend said:
Zak Brown says McLaren will take years to get fixed .. 2 ~ 10 years..
https://www.bbc.com/sport/formula-one/44725602
Guess he is giving himself lots of time in the job before he gets the push..
If that is even remotely true the team will lose talent, downsize/shrink and any prospects of sponsors. It'll implode as cash flow will shrink in all areas. https://www.bbc.com/sport/formula-one/44725602
Guess he is giving himself lots of time in the job before he gets the push..
Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
Sa Calobra said:
If that is even remotely true the team will lose talent, downsize/shrink and any prospects of sponsors. It'll implode as cash flow will shrink in all areas.
Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
No, not a chance, they are a still very strong brand. Did Ferrari do the same when they went through "barren patches"?Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
WestyCarl said:
Sa Calobra said:
If that is even remotely true the team will lose talent, downsize/shrink and any prospects of sponsors. It'll implode as cash flow will shrink in all areas.
Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
No, not a chance, they are a still very strong brand. Did Ferrari do the same when they went through "barren patches"?Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
Saying that, watching the McLaren documentary on Prime and sure there’s loads of clever and judicious editing, but I can’t think anyone feels anything but lot of people’s “personal brands” and the corporate image don’t look that clever. More an expose. Only Jonathan Neale and Alonso seem to be people who know which way is up. Everyone else either looking despondent or clueless. The ‘Thought Leadership Centre”....Jesus Christ. Even the largest companies (100k+ people) would think twice about signing off something with a name like that!
WestyCarl said:
Sa Calobra said:
If that is even remotely true the team will lose talent, downsize/shrink and any prospects of sponsors. It'll implode as cash flow will shrink in all areas.
Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
No, not a chance, they are a still very strong brand. Did Ferrari do the same when they went through "barren patches"?Really sad as McLaren is part of F1 but I can't see any silver lining. I thought the Renault engine might lift the team but it's hilighted the car, the drivers and management as weaknesses.
Everyone thought it was Honda.
Zak Brown has said he wants to appoint a Technical Director. If Zak is serious about change then its a fantastic opportunity and a great project for someone up for the challenge. Afterall Paddy Lowe went from WDC team to back-of-the-grid team.
Zak Brown was interview by Ch4 ahead of today’s qualifying and again said it will take years to become a winning team again. When asked if Alonso would be in F1 next year he responded by saying they are confident he would remain in the McLaren family. So a McLaren team in indycar next year?
tter isn't he.Gassing Station | Formula 1 | Top of Page | What's New | My Stuff