“When the Formula One racing season starts on Sunday with the Australian Grand Prix, Toyota Motor Corp., which can practically do no wrong in the factory and the showroom, will be out to prove after years of disappointing finishes that it can finally turn things around in the world's top auto-racing circuit.
“Since joining F1 in 2002, Toyota has never won a race or ended a season in better than fourth place despite spending an estimated $2.5 billion the past six years. Last year, it finished sixth out of 11 teams, causing restlessness among Toyota's top executives…
“Now, Toyota is pinning its hopes on fully implementing its vaunted consensus-management style, which is out of step with the rest of the world of grand-prix racing, to breathe life into its half-billion-dollar-a-year F1 team…
“While governments, hospitals and manufacturers world-wide have successfully copied Toyota's celebrated philosophy, many racing analysts question whether it is suited to the competitive world of F1…
“Historically, the most successful teams have been led by strong personalities who function like field generals in battle, calling all the shots not only during the race but also during the design phase.
“‘To shine in F1, you have to be reactive, very quick in everything,’ says Patrick Camus, an F1 analyst…
“[Toyota's F1 executive Tadashi] Yamashina says he was struck by the limitations of this traditional management style, which he says relied too much on the experience and skills of one individual…
“While all F1 teams rely on teamwork -- involving hundreds of people from aerodynamicists to materials engineers to test drivers -- the Toyota philosophy takes it to a new level…
“Many Toyota team members, accustomed to the faster-paced decision- making process of traditional F1 teams, resisted the changes at first…
“Critics say Toyota performed best under the leadership of British technical director Mike Gascoyne, who is known in racing circles for his aggressive style. With Mr. Gascoyne, the team ended the 2005 season in fourth place, its highest finish to date. By 2006, however, Toyota suspended Mr. Gascoyne because of ‘differences of opinion,’ Toyota says. Mr. Gascoyne declined to be interviewed for this story.”
(“Will Toyota's Way Win on the Track?; Car Maker Is Counting On Its Consensus Style to Break Formula One Losing Streak.” John Murphy. Wall Street Journal: March 14, 2008. pg. B.1)
CONSENSUS MANAGEMENT is widely considered to be the optimal right way to lead. Can the "right" way be the wrong way in the right situation? Is managing strategically situational or universally principled?
What do we do when following industry norms has led to moderate, mediocre results?
Will bucking the apparent trend improve results, or is there something deeper to blame?
Principles & Critical Success Factors
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Critical success factors may be able able to help if top management gives the reigns to the managers handling the teams on the races. If CSF is done on the perspective of the managers, then maybe things can turn around. Here's an article On CSF I just read:http://www.coursework4you.co.uk/critical_sucess_factors_csf.htm.
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