“From F1 to NASCAR to V8 Supercars – A Journey Through Life” Steve Hallam February 2013

1. “From F1 to NASCAR to V8 Supercars – A Journey Through Life” Steve Hallam February 2013

3. FORMULA ONE

4. HISTORY

5. STATISTICS

6. NASCAR

7. V8 SUPERCARS

8. WHY? WHY? WHY?

9. SIR ISAAC WHO?

10. COMPETITIVE DIFFERENTIATION

11. MANAGING THE PARADOX Aggressive Risk Taking Experience in Role Control of Quality and Reliability Control _________________________ ________________________ _______________________ Knowledge Transfer _________________________ _______________________ Data Protection Empowerment Speed of Response Development and Fresh Approach Risk Averse The real world is fuzzy – leadership and teamwork is key

12. SETTING PERFORMANCE OBJECTIVES For the Team: • Clear understanding of aims and objectives • Clear understanding of roles and responsibilities • Providing staff the correct tools and environments to motivate and achieve goals • Workable processes to achieve maximum efficiency in minimum time frames • With the relentless nature of the business, clear communication between project groups is vital For the Track: Drives change at a relentless pace Richmond 2010 top twenty cars separated by 0,243 secs Teams seek 1/100 of a second improvement Vehicle development gradient Rate of engineering change

13. TEAM PERFORMANCE UNDER PRESSURE What Doesn’t Prescriptive, detailed objectives The real world changes. The effort maintaining too much clutter is debilitating. Procrastination, risk avoidance or decision abdication Reaching for contract, lengthy excuse reports or anything on email Very heavy process overload with obligation on conformity / compliance Process bureaucracy is useful only for alignment or where it makes things quicker or clearer. Distracting initiatives Is 80% of the management and effort on the vital 20% of critical issues? What Works Clear Mission Goals Leading to organisational alignment and cohesion. Shared values on risk, the need to innovate and act quickly Data rational, but data is incomplete or scarce. Openness, trust, commitment ‘Fierce conversations’ face to face. Good or bad it must be confronted. A culture of an obligation to act, not a ‘freedom’ to act Make a decision at point of most knowledge. Sin of omission worse than sin of commission. Speed and innovation must thrive. Clarity and focus on principal objective

14. BUSINESS MODEL Where Sport meets Technology for the Business of Entertainment

15. IN CONCLUSION

16. ANY QUESTIONS?