Mattiacci ” I definitely have an adavnatge. You need to do a trade off with someone that has not been in F1, but knows Ferrari very well. i have not been in F1, but I have been watching F1, I have been listening about F1, and I have been living F1. So I know in certain dynamic what the sport is. But I definitely know the company. It is an italian company, it has a certain kind of dynamic, being italian, but also working there in the last 20 years it is multi-cultural, and there is a lot of diversity. That has helped me to probably smooth some angles and try to build an organisation where the passport is not important, but the idea is important. The hierarchy is not important, the contribution you give to the team is, I prefer not so much the skilled technical engineers, but instead someone who is a team builder. As in all sports, in all business, people are the most important factor.
The best thing is to ask question, I am not scared or afraid to ask any kind of question. People know that I am not from F1, so I ask every sort of question. I cross-reference a lot, because I want to understand different kinds of sources. I make my opinion, But definitely I leverage upon the experience that surround me. And I have started to find people that definitely trust.
I don’t call meetings, I sit with the head of aerodynamics, or mechanics, or someone from finance without any agenda. I want every person to know what is going on, and every person to know what direction we are going in.
And definitely we need a cultural change, we need to open ourselves and I ask to embrace the risk humbly, cautiosuly, but we are aware that to go back to the top we need discontinuity. i am going to say something that doesn’t sound very F1, it’s not the product that is competitive, it is the package. So I don’t like this distinction of aero, chassis or power unit, there is once car and one team. Everybody has to work.
I don’t like when I talk to an engine poeple and they talk to me about the chassis for the first five minutes. I don’t like chassis poeple to talk to me about the engine. We talk about the car, Everybody ahs to share the responsibility with that car. There is no “we did better than you” or “we did this because you asked”. everybody is responsible for that car in the same way.
For me, that is my style, that is what I want to implement. But definitely we are talking about the most sophisticated engineering company in the world, so you need clear responsibility, clear tasks, and clear objectives. That is where management skills count a little bit, to put in place process and procedures, and key performance indicators. Then, when you talk, it is about how much you can improve, what you will give me. There is a lot of methodology bheind that.
You can look once at your competitors behind you, but you can’t spend too much time on it. We have some benchmarks of what the best are doing, who are ahead of us, that is whre we are going to look a lot. I think we have phenomenal structure, we have resources, we have impressive facilitties and definitely we have clarity about which are the areas in where investements will give us, ina period of a time, a competitive advantage. In F1, that means, to be one second ahead, or half of a second ahead. But to arrive there, you need to make important decisions in terms of which area you need to invest. It is always quality versus quantity, and I don’t know which is the right size.
The world is changing today, it is phenomenal how you can get connected to your supplier, and they don’t give you just a piece of equipment or a service, they give intelligence. There are manufacturing companies in North California, that can give me perspectives that I never seen before. That is what I want. We are Ferrari, Ferrari si a global brand, so I want to be opened to the world, to take the best to the best, and that doesn’t necessarly mean being in F1. Sometimes, honestly, there may be some companies thre are doing some things better than us. They have 300 people, but how many brains are really working on that project? It is like if you get software from a very big brand or another one that is open source, the open source gives you small issues in the beginning, but is faster in upgrading, it is faster in getting excellence. The way you must work today is different.
We have to embrace risk, we have to embra the utmost co-operation, Dialogue, to be brave, that is the most important thing for me.
It is about the system, the platform you create, I’m not looking for names, but people who give impressive added value. Sometimes is not a big name : sometimes a big name will take away the chemistry that you need, the philosophy that you need, to move all the team in one direction. But saying that, definitely we are looking to reinforce or improve certain areas.
I need to convince everybody, not only Fernando, I need to convince all the hundredds of people working for me. Every minute, every second they look at me, and I need to convince my boss, I have to convince so many poeple . I have to convince milions of fans.
Just look at the others, at who is on top today and how long it took to get on the top, F1 is changes as well in that regard as well. It is an important process, How long? I cannot say.
I expect to be more competitive, that is clear, That is Ferrari, that is the expecatitions of milions of fans, management, shareholders, everybody.