The document discusses how Formula 1 teams achieve agility and speed through their organizational structure and processes. Some key aspects that allow F1 teams to operate like agile organizations include having a clear goal of winning races, empowering team members to make decisions, simplifying processes to reduce barriers, fostering a collaborative "one team" culture, focusing on effectiveness over efficiency, and engaging in regular learning and improvement. The document argues that organizations can learn from these approaches to accelerate their own decision-making and continuously reinvent themselves.

1. How to make your
organization as
fast and agile as a
Formula 1 team
by Jurriaan Kamer

2. 1910

3. INSIST ON DOING
EVERYTHING THROUGH
CHANNELS. Never permit
short-cuts to be taken in
order to expedite decisions.
WHEN POSSIBLE, REFER ALL
MATTERS TO COMMITTEES,
for "further study and
consideration." Attempt to
make the committee as
large as possible — never
less than five.
HAGGLE OVER PRECISE
WORDINGS OF
COMMUNICATIONS.
✓
✓
✓
REFER BACK TO MATTERS
DECIDED UPON AT THE LAST
MEETING and attempt to re-
open the question of the
advisability of that decision.
MULTIPLY THE PROCEDURES
AND CLEARANCES
INVOLVED in issuing
instructions, pay checks,
and so on. See that three
people have to approve
everything where one
would do.
✓
✓

4. INSIST ON DOING
EVERYTHING THROUGH
CHANNELS. Never permit
short-cuts to be taken in
order to expedite decisions.
WHEN POSSIBLE, REFER ALL
MATTERS TO COMMITTEES,
for "further study and
consideration." Attempt to
make the committee as
large as possible — never
less than five.
HAGGLE OVER PRECISE
WORDINGS OF
COMMUNICATIONS.
✓
✓
✓
REFER BACK TO MATTERS
DECIDED UPON AT THE LAST
MEETING and attempt to re-
open the question of the
advisability of that decision.
MULTIPLY THE PROCEDURES
AND CLEARANCES
INVOLVED in issuing
instructions, pay checks,
and so on. See that three
people have to approve
everything where one
would do.
✓
✓

5. Is agile the solution?
www.FORMULA-X.co

6. photo: Benedict Redgrove / Red Bull Racing
www.FORMULA-X.co

7. 10 teams
20 drivers
21 races
5 continents
9 months
photo: Team-BHP
www.FORMULA-X.co

8. 3. Red Bull Racing 900
2. Scuderia Ferrari F1 1,100
1. Mercedes-AMG Petronas 2,000
How many people
does it take to
drive two cars?
photo: Benedict Redgrove / Red Bull Content Pool
www.FORMULA-X.co

9. www.FORMULA-X.co

10. https://www.youtube.com/watch?v=iptAkpqjtMQ
The Life of a Single Bolt
www.FORMULA-X.co

11. Design
Machine shop
Aero performance
3D printing
Carbon-fiber
Paint shop
Assembly
Wind tunnel
Stress testing
Inspection
Logistics
Data analysis
Gear box
Suspension
Hydraulics
Drive train
Brakes
Electronics
www.FORMULA-X.co

12. 16.000 parts,
80% built in-
house
30.000 changes
per season,
1.000 changes
per weekpic: BAR-Honda
www.FORMULA-X.co

13. • Concept design
• Computer simulation
• Driver simulator
• 3D print, wind tunnel
• Carbon
• Shipping
• Assembly on circuit
A driving prototype
Speed of iteration is key
photo: Red Bull Racing
www.FORMULA-X.co

14. 2 seconds per lap
www.FORMULA-X.co

15. www.FORMULA-X.co

16. photo: Getty imageswww.FORMULA-X.co

17. Review & learn
photo: Getty images
www.FORMULA-X.co

18. Operating rhythm
with built-in
learning events
source: Jenkins, Pasternak and West
www.FORMULA-X.co

19. photo: Red Bull Racing
Involve everyone
www.FORMULA-X.co

20. TGIF
photo: Peter Zhang
www.FORMULA-X.co

21. What happens in your organization if
one person’s mistake results in a loss
of 5% of all revenue?
photo: Srdjan Suki/AP
www.FORMULA-X.co

22. “Every time you have a
negative response to an
issue, you’re denying
yourself the opportunity to
improve.“
Paddy Lowe
Former Exec Director
Mercedes F1
quote: Jenkins, Pasternak and West
photo: Ryanrawlings
www.FORMULA-X.co

23. • Mechanic tried to
replace faulty nut
• Misunderstood visual cue
Drive away with
wheel not
attached
It’s rarely just one person’s error
pic: sofema aviation services
www.FORMULA-X.co

24. “When you have a blame culture,
people spend 60-90% of the
effort covering what they have
done rather than understanding
the problem, making the car go
quicker.”
Rob Smedley
Former Race Engineer
Scuderia Ferrari F1
quote: Jenkins, Pasternak and West
www.FORMULA-X.co

25. 45 people in remote garage
>100 sensors
400Gb data per race
Safety
Performance
Race strategy
photo: AT&T, Red Bull Racing
www.FORMULA-X.co

26. www.FORMULA-X.co
https://www.youtube.com/watch?v=RRy_73ivcms

28. Efficient Effective
1.92 seconds67 seconds
www.FORMULA-X.co

29. What was effective 100 years ago
is no longer effective today
The Rest Of Us
DESIGN FOR EFFICIENCY
plan, predict & control
21st Century Orgs
DESIGN FOR ADAPTIVITY
sense & respond
www.FORMULA-X.co

31. Fulltime tire changer (m/v)
photo: Red Bull Racing
www.FORMULA-X.co

32. A marketplace of
roles and projects.
Pic: AFR graphic
www.FORMULA-X.co

33. www.FORMULA-X.co

34. F1 teams have a common goal and a very
clear image of what success means
photo: Getty Images
www.FORMULA-X.co

35. A clear connection between individuals’ actions
and their contribution to performance.
www.FORMULA-X.co

36. Great work gets lost in silos
36
“Lack of visibility between teams”
“Bottlenecks in decision making”
“Our structure inhibits collaboration”
“Cross-functional relationships are strained”
“Too many layers”
“Good ideas get lost in bureaucracy”
“Teams are not cross-functional or cross-disciplinary”
“Lack of accountability and ownership”
“Too many meetings”
“Too much email”
“No alignment on strategic priorities”
www.FORMULA-X.co

37. Leaders instill ‘one-team’ mindset and cross-silo collaboration
photo: pitpass.com
www.FORMULA-X.co

38. “Bring in lots of clever
people and give them
the freedom to do their
jobs. Delegate and give
your employees the
authority to take
action.“
Claire Williams
Deputy Team Principal
Williams Martini Racing
photo: Getty Images
quote: Jenkins, Pasternak and West
www.FORMULA-X.co

39. F1 teams can’t afford organizational drag
photo: Red Bull Racing
www.FORMULA-X.co

40. Experiment
experiencing
Tension
noticing
Practices
considering
Continuous Participatory Change
…means an organization that continuously reinvents itself
www.FORMULA-X.co

41. F OCUS & CLARITY A clear and inspiring goal that works as a compass.
A CCELERATE DECISIONS Make decisions safe to try. Progress over perfection.
S IMPLIFY Reduce organizational drag through simplification.
T EAM ENGAGEMENT One team of teams with autonomy and ownership.
E LEMENTARY PHYSICS Effectiveness over efficiency. Acceleration over speed.
R HYTHMIC LEARNING A cadence of recurring interaction moments.
FASTER
www.FORMULA-X.co

42. 42
www.formula-x.co www.bravenewwork.com

43. “Stop trying to borrow wisdom and think for yourself.
Face your difficulties and think and think and think
and solve your problems yourself.
Suffering and difficulties provide opportunities to
become better. Success is never giving up.”
Taiichi Ohno
www.FORMULA-X.co

44. Any questions?
www.jurriaankamer.com
www.theready.com
I’d love to hear them.
www.FORMULA-X.co
www.formula-x.co