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Can you imagine your organization as a Ferrari or a Mc Laren, a Toyota or a Force India? Your management team as a pit crew? Your sales force as the race team and your marketing and research department as the design studio creating a Formula 1 car? Formula 1 has an estimated turnover of $4bn, employs 50,000 people in more than 30 countries and has a foothold in every major and developing economy. With performance as the central focus of every organization, Performance at the Limit uses the case of Formula 1 motor sport as an example of how business can achieve optimal performance in highly competitive environments where dealing with change effectively is paramount. This second edition builds on the success of the first and contains a wealth of new material, including many more interviews with Formula 1 drivers and other key executives active in the sport. Table of Contents List of figures List of tables Acknowledgements Note on the reference system The Grand Prix experience 1. Introduction 2. Why Formula 1 motor racing? 3. The performance framework 4. The war for talent: the people in Formula 1 5. Winning through teamwork 6. Capability through partnerships 7. The high performance organization 8. Integrating: effective leadership brings it all together 9. Innovating: the drive for continual change 10. Transforming: breaking out of the old ways 11. Achieving and sustaining performance 12. Twelve business lessons from Formula 1 motor racing Appendix A: Grand Prix champions Appendix B: Grand Prix graveyard Appendix C: Interview respondents References Index