“Consider everything an experiment.”

– Corita Kent

We're transporting you to the late seventeenth century. The white sand palm-fringed beaches of the Caribbean might look idyllic, but to make a journey across the turquoise waters offshore you had to run the gauntlet of pirate ships as you transported cargo from one island to another.

Battles on the high seas were brutal and challenging. Unlike land battles, both your ship and the one you were fighting were constantly moving. Holding steady to let off a volley of cannon fire was no mean feat. Sometimes you had to fire one cannon to check the trajectory of your shot and course correct as necessary. Other times you could learn from the shots your enemy fired over your bow.

These battles required both pirates and merchants to adapt their strategies, learn, and evolve. There might be days where your boat was smaller and lighter than your opponent's, in which case you might decide to run and live to fight another day. On other occasions, you may be low on ammunition and therefore it becomes imperative to make every shot count.

To outsiders, it might even have looked as though you were firing in the wrong direction if you started firing before your enemy's boat had come around. However, your knowledge of the seas and how your enemy's ship was moving might mean that you hit your mark despite outward appearances.

As Sun Tzu said, “No battle plan survives first contact with the enemy.” The point isn't that you shouldn't bother with a plan, but simply that you have to understand that you can't create one plan to cover multiple strategies and you can't plan for everything.

Instead, you have to know your capabilities and what your army (crew) can do; you have to understand the capabilities of the enemy (your competition); and if you expect them to attack from the right but they come from the left, then you just have to fight, adapt, and use what you know about your strengths and their weaknesses to help you. You have to go into battle ready to fight, but you also have to go into battle ready to adapt.

The battlefield of modern business

Businesses today don't have the luxury of following one strategy, as we explained in Chapter 3. The market is changing too fast and at a pace that it has never moved at before. As a result, businesses need to have multiple strategies and they have to be testing them all the time.

Jeff Bezos sums it up perfectly with the quote: “The faster we test, the faster we fail, the faster we learn”, but while failing fast to learn fast is important, it's equally important that you don't fail in the wrong areas, otherwise your business won't survive to learn from its mistakes. You have to be flexible, you have to be quick, you have to fire your shots, and learn from them, but you also have to be watching what's happening in the environment around you and what your competitors are doing to make sure you are in a position to course correct when you need to.

It's also key to be able to separate the things that will kill you from the things you can learn from, so that you can avoid the shots that will sink your efforts. You also have to be able to pivot and evolve as a result of the shots you can learn from.

You have to have a flexible plan, be constantly listening to your customers and their needs, and feeding that back into what you're doing. You pivot, adapt, and course correct using that data.

There is one more element to consider, which is how long you should stick to your plan before you accept it isn't working and change what you're doing. As former heavyweight boxing champion Mike Tyson once said, “Everybody's got a plan until they get punched in the face.” In boxing, your plan might not come to fruition until the fourth or fifth round of a bout, so you might have to endure several rounds of being punched in the face. In business, this comes back to the concept of learn and evolve. Take feedback, know how much pain you can take, and check your direction of travel to ensure you are still on the right path. If that one punch is going to knock you out, or in the case of a business seriously impair your organisation, you have to change your plan pretty quickly.

Many businesses will ask for a three-year plan, but what they actually need is a three-year vision and a three-month plan. Much like the chess grandmasters we talked about in Chapter 3, even though you might be able to see 28 moves ahead, you're not going to plan that far ahead because the moves your opponent makes will change your strategy.

As a business, you should think in terms of actions instead of in terms of years. Rather than planning out the next five years, instead plan the next five actions. You will still have your overarching vision guiding your direction of travel, but you are focusing on what actions you need to take, and that you can plan for in the short term, to help you move forwards.

This links back to what we discussed in Part One about the principal setting the direction of travel, but it's not enough for the principal to just set this direction, you have to communicate that to everyone in the crew so that you all know where you're heading. You will fire some shots, you will watch where they land, you will listen, learn, adapt, and course correct when you need to.

When you course correct, most businesses will follow the process of “ready, aim, fire,” and you should take the “aim” and “fire” steps very seriously before you take that next shot to make sure that every shot counts. In this chapter, we're going to share nine principles with you that will help you ensure every shot counts at your organisation.

#1 Think big, start small, scale fast

This means that you can see the full picture. You and everyone else who is part of the crew understands the vision and your organisation's direction of travel. This big picture includes not only the crew, but your competitors, and if we return to our Formula 1 analogy, also the car, the track, and the weather. If you're a member of the pit crew, for example, your job might be to change the right rear tyre during a pit stop, but you will still know that the reason you're doing this quickly is to win the race and win the season. Your individual task is connected to the outcome.

This visibility of the big picture means that every person and element of the crew is connected and working together. There is no point in the pit crew members who are changing the tyres rushing to do it in two seconds if the person who is refuelling the car takes ten seconds to do her job. There's no point in getting one element right but getting the others wrong. In a business, that simply results in a disjointed experience for the customer.

#2 Don't let perfect be the enemy of good

The point here is to understand where proxies are required and where good is enough to make progress. Speed is important, but you also need to be able to know when you've optimised something far enough. There will always come a point where you need to step back from one element and put your focus on another.

To return to our Formula 1 crew, it's about knowing when to stop working on the back tyres and instead focus on changing the aerofoil at the front of the car. These things all matter, but you have to consider what you might be neglecting in one area if your focus is consumed by another. One of the simplest ways to tell when you have optimised something enough is to step back and look at the whole picture. Ask yourself how much of a difference to the overall outcome will that tiny tweak actually make?

You have to use benchmarks and proxies to recognise when optimising beyond a certain point will have a negligible effect on the outcome compared to the big picture. This is why it's so important for everyone to understand that big picture. If you're the person who's tasked with optimising the speed of the rear right tyre on a Formula 1 car, you will never stop trying to optimise that component if you don't have that visibility, and you won't necessarily recognise that your efforts could be spent much more effectively elsewhere.

In businesses, it's common to see this constant tweaking and revisiting of a product or service pre-launch. Nothing will be perfect when it's launched, so you have to stop striving for perfection and instead simply get it to a place where it is good and valuable. Think about the brand values we talked about in the last chapter. What do your customers value? Are they looking for convenience, exclusivity, or a specific price point? Does what you have created meet those values? If the answer is “Yes”, do you believe that your product or service is good enough to launch?

Knowing what is good enough will be linked to your outcomes. When you are working on developing a minimum viable product (MVP) it is very easy to get caught up in deliverables rather than thinking about the outcome you are trying to achieve. To overcome this, a better way to think about it is as a minimum valuable product. This is a change in mindset, but one that will ensure that what you release provides value to your customers regardless of its level of complexity. You're starting with the end in mind by considering what value your product or service can provide, and working backwards from there to bring it to life, rather than creating a product or service and trying to advertise your way into consumers' lives.

The following diagram illustrates two different approaches to developing a vehicle to get you from point A to point B. How you develop that vehicle will depend on the outcomes and KPIs you set, and these will also dictate when you have reached “good enough.” In the example, if you were only planning a journey of 10 minutes, a skateboard or scooter might be good enough. However, if you want to travel 100 miles, you will need a motorbike or car.

The point to take away from this is that whatever you're doing has to deliver progress. If it delivers progress, it's the right thing, but if it doesn't bring you substantially closer to your outcome, it's time to move on.

#3 Make sure you're planting trees

This principle centres on the need to balance short-term and long-term goals. There is a wonderful Greek proverb that states: “A nation grows great when old men plant trees in whose shade they won't sit.” If you think about modern politics, most countries work on a four-year election cycle, and most politicians want to take short-term decisions that will have an impact during their tenure, but if they are only focusing on what's going to happen in the next three to four years, you've got ask who is looking out for the country over the long term?

Within business, the average tenure of a chief marketing officer (CMO) fell to just 40 months in 2020, the shortest it has been in over a decade.¹ At 100 of the mostadvertised US brands, the average tenure of a CMO was just 25.5 months. The problem with this is that CMOs, just like politicians, are going to make decisions that will deliver results during their tenure. As a result, they are making short-term decisions because that's what they are being measured on.

However, you have to ask the question: “Who is making the long-term decisions?” If you have a new CMO every 2.5 years, in 10 years that means your business will have had four different CMOs. Failing to make long-term decisions is one of the reasons why many businesses are struggling to catch up with their digital transformations because they have spent a decade making short-term, incremental decisions without considering the long-term decisions and bigger picture. As a result, many have fallen significantly behind.

Craig Smith (Co-Founder of Decidable Global Ltd) aptly refers to this as being similar to the “Premier League manager merry-go-round out.” The point here is that someone needs to be taking that long-term view while also focusing on your short-term goals. Businesses need to take a leaf out of the book of the ancient Greeks and start planting some trees, otherwise they'll find themselves stuck out in the sun without a spot of shade in sight.

#4 Measure marginal gains and losses, or you'll be in hot water

If you put a frog in a pan of boiling water, it would jump straight out. However, if you put a frog in a pan of cold water and gradually increased the heat, one degree at a time, it would stay there and boil to death.² Why? Because it doesn't notice the small incremental increases in temperature. In business, it can be very easy for marginal losses to slip by unnoticed; however, over time they can add up to big losses. This principle is about making sure you measure marginal losses and marginal gains so that you can prevent big losses from mounting up over time as well as accelerate marginal gains to make them add up to big gains.

In our experience, many businesses will overlook marginal gains or marginal losses and instead focus on things that have a big impact (or give the impression of a big impact, but we'll come onto that shortly). Even in businesses that are aware of marginal gains and losses, many fail to see their compound effect. It's also common for organisations to measure marginal gains, but to overlook marginal losses at a granular level. That might be fine if your marginal gains outweigh your marginal losses, but what if it's the other way around?

Former director of British Cycling David Brailsford is an excellent example of what you can achieve when you focus on making marginal gains. He broke down the various components that lead to success for cyclists, from their training and nutrition to the equipment they use, and focused on making marginal gains in each which, when brought together, resulted in many gold medals for the British cycling team.

Of course, marginal losses can compound in exactly the same way, but the outcome will be very different.

The other element that is important to understand here is that statistical significance within data doesn't mean that it is significant for the business or that it is aiding progress towards your vision. Often in marketing, we will quote results that were statistically significant. You'll hear things like, “XYZ resulted in a 55% incremental lift between A and B.” However, that incremental lift of 55% translates to £3 400, so it could be viewed as immaterial.

When you're using statistics, it's important to balance what is statistically significant with what delivers a material result. Sometimes, those results are not material at all; they are incremental. But where they're incremental you might see a small number turn into a big number over time if you automate and accumulate these marginal benefits.

Challenging this desire to share statistically significant results can be hard because in many organisational cultures there is an expectation of seeing this big difference in one hit, rather than incrementally and over time. There is certainly a balance to be struck here between demonstrating that you're not only making big changes, but also the right changes, and showcasing how your team is making a difference to the bottom line.

This is something we would encourage leaders to consider and communicate to their teams, otherwise you will keep getting reports with the big numbers in them, such as impressions, click-through rates, and marketing qualified leads, when what you actually want to see are figures relating to areas like the revenue you drive for the business and changes in brand perception. While the bigger figures might look impressive, they won't necessarily make a material difference to the business.

Equally crucial is being able to understand when a small number or result has the potential to be turned into a material gain. For example, if we walked into a meeting and told our stakeholders that we had two qualified leads, no one would pay any attention. However, if we can say that we tested the system that brought us those two qualified leads in one particular sector in the northeast of England, and that we can automate and accelerate it across the whole of the UK in every sector, all of a sudden we could generate 22 000 leads, and that would be material. As soon as you realise that automation and scale can bring you a material number, you have to automate it as fast as you can.

Some businesses will carry out a test to prove their statistics, rather than taking an incremental result and evaluating how they can turn that marginal gain into a big number. Alongside this, it's important to always be thinking about the impact this can have on a business' revenue because, if we're honest, businesses don't care about leads; they care about revenue.

This is where marginal gains can be particularly important because they might look like a small thing when viewed in isolation, but when you extrapolate the revenue side of them you can measure them against the outcome you're trying to achieve and potentially show that these marginal gains can have a huge impact on what the business is trying to achieve.

#5 Know what good looks like for you

Benchmarks are how you can tell what good looks like, which links back into principle #2. This principle is about how you use benchmarks to set priorities by consistently measuring them and using them to set targets. Benchmarks are especially important for larger organisations that are multi-brand and multi-market because a benchmark that works in the US won't be comparable to a benchmark that works in South America, which will probably be nothing like a benchmark in Vietnam.

The key to creating effective benchmarks is to have a framework that allows you to not only create your benchmarks, but also to turn those into consistent targets that can allow you to manage multiple brands and multiple models. You also need to ensure you are creating benchmarks for the right things within your business.

Imagine there are two friends walking in the jungle and they come across a lion. One of them stops, takes his backpack off and starts to put his trainers on. The other one turns to him and says, “Why are you bothering to put your trainers on, you're not going to outrun a lion!” to which his friend replies, “I'm not trying to outrun the lion, I'm trying to outrun you!”

What we're getting at is that you have to understand what's important to measure in terms of your business' performance, as we discussed in Chapter 2. In the preceding example, the first friend was benchmarking the wrong thing; he was measuring against the lion, whereas the second friend benchmarked against what was important to achieve their outcome – getting away! Your benchmarks don't have to come from inside your business either, you might set them by looking at your competitors or even by looking at organisations operating outside of your industry.

Let's return to Formula 1 to see how you can benchmark effectively against your competitors. Red Bull holds the record for the fastest pit stop at 1.8 seconds; Mercedes is second with a 2.1-second pit stop. Some of the other teams are around the 2.4-second mark. In this instance, the benchmarks are very clear. When teams are looking at how to improve and reduce their pit stop time, they might notice that they are changing the back wheels in 1.9 seconds, but that overall their pit stop is 2.1 seconds. They measure everything internally as well as against their competitors. Benchmarking can make the business better, as long as you focus on the right areas.

In ecommerce, for instance, there is often an obsessive focus on optimising and improving basket conversion. However, in many cases, those businesses are now getting towards the top end of their benchmark and pushing for a 1% or 2% improvement, but you have to question whether that effort would be better focused elsewhere because the gains have become so marginal. This is where looking at the big picture can really help because it might highlight that there are bigger opportunities for improvements elsewhere.

#6 Make sure you don't just tick the boxes

We often hear businesses talking about how they want to “do” digital. They go away, do a digital project, and put a tick in their digital box. However, there is a big difference between being a digital business and “doing digital”. It's not only digital where businesses do this, they also tick the culture box, the agile box, the transformation box, the AI box, and so on. However, they don't change their culture or become an agile business. They don't actually transform. The same applies to being customer-first. Businesses believe that they need to transform their customer experiences, but, despite talking the talk, very few are living it.

There is a fine line between doing these things to tick the box, and measuring the process so that you can see you're on the way towards real transformation, and turning motion into progress to deliver to the business.

#7 Make headless design a mindset

Headless design is a concept that was coined for commerce, but we believe organisations can apply and use this across every area of their business because, in essence, it is all about flexible design, or what we are calling fluid transformation. Gartner Research's “pace layering” strategy is a useful way of thinking about fluid transformation because it stems from the idea that not all parts of an organisation have to move at the same pace, and therefore agility can mean different things in different parts of an organisation.

Within its pace layering strategy, Gartner created three stages: Systems of Innovation, Systems of Differentiation, and Systems of Record. Systems of Record are the foundational systems, which you build once, you build right, and which Gartner suggests you only change every six to seven years. Systems of Differentiation are built with more flexibility in mind and you need to be prepared to change them every one to two years. Systems of Innovation are built to be highly experimental and flexible, and will change every few months.⁴

Each of these layers is essentially a stage within a business' transformation journey. The hardest part of any journey is getting off the ground. Think of launching a rocket, which requires a lot of momentum, energy, and effort to get it off the ground. To get to this point, you have to break down everything you're going to do into manageable chunks. Because of the effort involved to get your rocket off the ground, you also need to make sure that once it has launched it is going in the right direction, otherwise all that energy and effort you've expended will be wasted. In a business, this equates to wasted budget as well as time, and often means the project dies.

It's also important to understand that not all rockets are created equal because not everything you are trying to get off the ground will have the same complexity or persistence. You have to think differently about what you're getting off the ground and what stage you're at on your journey.

This is about building momentum incrementally because getting something off the ground is hard. You have to make sure that once you've got off the ground you lay the right foundations, achieve a certain point, bed it down, automate, accelerate, and use this work to build to your next stages.

Circling back to the mindset around headless design and agility, the point is that you have to think very carefully about what you're getting off the ground. Are you creating a System of Record or is this a System of Innovation that will change in a couple of months? The layer that your project falls into will determine how big the metaphorical rocket is and how much effort you put into it.

#8 Beware of initiative fatigue

Everybody on your crew needs to have a common purpose, and everybody has to be working in clear alignment with the outcomes you want to achieve. You have to track progress all the time as well as visualise and share the success. It's also essential to create short, quick milestones within long-term projects so that they are chunked up into short deliverables that have a clear link to progress so that all can see they're moving forwards.

What can happen, particularly if there are new people coming into the business, is that each new person starts a new project, and if each of those projects gains another three subsets you can see how quickly initiative fatigue could set in for the people (your crew) being tasked with delivering all of them.

The book Switch⁵ by the Heath brothers shares an interesting piece of research conducted into the limits of perseverance and resolve.

In this experiment, a group of college students was invited to participate in a study about “food perception”, and to report to the lab (and were asked to be a bit hungry when they arrived). They were invited into a room that smelled amazing, and on a table in the centre of the room were two bowls: one with freshly baked chocolate chip cookies and the other radishes. Each selected because of their highly distinctive tastes.

Half the group (A) were asked to help themselves to the chocolate chip cookies, but no radishes. The other half (B) were asked to eat at least three radishes, but no cookies. Despite the temptation, all participants ate what they were asked to eat, and none of the radish-eaters snuck a cookie. That's willpower at work!

With the “taste study” officially over, another group of researchers entered with a second, supposedly unrelated story, to test group responses to problem solving. Each of the two groups were presented with a series of puzzles that were designed to be unsolvable, wanting to see how long each group would persist in a difficult, frustrating task before they gave up.

Group A, the cookie eaters who had not faced any temptation to resist the cookies in the taste study, spent 19 minutes on the task and made 34 well-intentioned attempts to solve the challenge.

Group B, the radish eaters, were less persistent. The group members gave up after only 8 minutes – less than half the time spent by the cookie eaters, and they only managed 19 solution attempts.

The point of this research was to show that your resolve has a limit, and the group that was told to eat radishes rather than biscuits exhausted much of its resolve in not eating the biscuits. To link this back to initiative fatigue, people only have a certain amount that they can give, and if you exhaust that on things that don't add value, there is a good chance their resolve and energy will run out when what they're doing is adding value. You have to make sure that you limit your initiatives and focus in the right areas.

You also have to continue to reinforce outcomes so that people can see the progress they're making and how their work is contributing to that bigger, overall outcome. This is where the principal needs to really engage with the crew. Otherwise, if the principal only focuses on what's going on in the environment, team members get fatigue as shown in our progress pyramid at the start of the book.

#9 Let success breed success

The key point here is that you need to be able to chunk opportunities down into small wins that you can track. These are your project waypoints, and they should all be focused around feeling good and getting everyone to celebrate. This builds enthusiasm and helps everyone who is part of your crew to keep up the momentum.

However, when you celebrate success, it is important to ensure it is material, and not just statistically significant, as we explained in principle #4. This is the counterbalance; it needs to be real success, a material outcome for the business and not just a percentage improvement.

For example, we recently ran a pilot project for an automotive client that led to 16 times more vehicle sales than anything else we'd been doing. That sounds great; however, that equated to 200 cars. This is a company that sells 80,000 cars a year, so while the result we got from our pilot project was statistically impressive, we would need to connect a lot of similar projects, with much greater value, for anybody to care. Going back to principle #4 earlier in this chapter, about measuring marginal gains and losses, if we could automate the process to repeat this activity, then it would be a more material result for the business.

Vince Lombardi, a former American football coach and NFL executive, said, “Confidence is contagious, but so is a lack of confidence.” This speaks to the idea that the principal needs to keep the crew on track to achieve success initially and for that success to then continue. However, for this momentum to continue, the success you celebrate has to be material.

As a business, you have to find a way of measuring each project and determining how quickly the investment you're making returns a meaningful benefit that you can track. One final thing worth noting when it comes to success breeds success is that making improvements at the top of your funnel will have a positive knock-on effect to what's happening at the bottom of your funnel.

Take the example we shared earlier about David Brailsford and British Cycling; the success of the British Cycling team led to more high-performing cyclists at the top of the sport as well as a greater number of people getting involved in the sport at the lower levels. This has not only improved the longevity of cycling as a sport in the UK, but has also led to higher performance among the people competing and getting involved at a grassroots level.

The outcome model

In turning motion into progress, we have discussed the importance of clear measures that track business outcomes, rather than the outputs required to deliver them. Of course, the outputs are essential, as we still need the required building blocks to deliver our outcomes.

The challenge, however, is that we often have many outputs that are not connected directly to the outcomes they are intended to drive. This happens for a bunch of reasons, many of which we have shared with you in this chapter and with the examples from The Hitchhiker's Guide to the Galaxy (namely, the story about the number 42).

There seems to be many projects that start with an idea of what a team wants to buy, without a clear understanding of the real question. Without this clarity of purpose, activities can become misaligned, and projects often end up overlooking the full range of capabilities and changes required that go way beyond the things they are buying.

Often, this can end up in pure motion that doesn't always translate to the required progress needed for success. A new cycle of buying then kicks off, in search of a more sophisticated solution, which we hope can advance our goal forwards. This is where an outcome model can really help.

An outcome model frames the question we are solving, clearly articulates the benefits of achieving that goal, defines the metrics we will need to track progress towards that goal (ideally from the KPI tree), and then breaks out all the business capabilities required to deliver on that ambition, in a phased and scalable way.

It starts with understanding the business problem, the value to the customer of fixing that problem, the business benefit achieved through fixing it, and lastly it considers the capabilities required to get there.

There is a sense of accomplishment in motion (buying things) because it feels like progress. We sometimes tell ourselves that to meet this goal, “We need some new technology (which may be the case), so let's buy the technology and we will have moved towards our goal.” The reality is you haven't. All the capabilities that need to be in place for the technology to deliver its promise (how you work, a clear customer strategy, creative excellence, propositions that inspire consumers, automation, measurement alignment, repeatable processes, etc.) must harmonise, but the good news is that they don't have to all harmonise at the same time. You can define a big vision, but start small and, if you build the foundations with the right ambition, then successfully scale fast.

An outcome model frames how to develop this roadmap in a way that starts with the problem, ensures that all required factors to deliver that outcome are considered, and enables a prioritised approach to that roadmap so that returned value closely follows the investment plan.

It starts with: “What will make the car go faster?” not “Which individual department has the biggest budget and made the most compelling business case to buy something?” (Although they can, of course, be aligned.)

As is the case with the KPI tree, mapping this to develop multiyear roadmaps with clear measures and priorities is a complex and time-consuming process. So far we have given you a starting point for how to approach this, and when used alongside the KPI tree, these are two important catalysts for turning motion into progress.

We hope they give you some useful constructs; however, they are not intended to be substitutes for a fully fledged planning approach.

Progress accelerator

After you have identified what's important, prioritising your activities based on value will help you understand where to start. Use the outcome model exercise on our website to help with your prioritisation: www.motionintoprogress.com.

Highlights

We started this chapter by talking about how you have to make every shot count, but in order to do that you have to be able to learn, adapt, and evolve. As we've said already, there is no beginning, middle, and end for modern businesses; there is just a continuous beginning, a continuous season.

The nine principles we've shared in this chapter might not all be relevant to your organisation. Take the ones you find most useful and use them to make every shot you fire count. Your crew is there to build the momentum once the principal has communicated the vision and big picture, but to maintain that momentum there needs to be progress. This progress needs to be material and it has to be something that everyone on your crew can celebrate, which is why it's so important to set milestones and benchmarks along the way.

Formula 1 crews know that they'll never achieve perfection, but they also know that even if they're not on their A game they can still compete. They know what good looks like at every stage in the championship, whether that's winning the race or simply beating the team that's in front of them in the competition. While the crew has a laser-like focus on race day, there is always someone looking at the race in the context of the season. Marginal gains and losses can mean the difference between victory and defeat, which is why both are tracked so obsessively by Formula 1 teams, and it's no different in business.

Businesses can also learn from Formula 1 teams in terms of their approach to improvement. No component on a car gets changed without being meticulously designed and rigorously tested. In business, you have to embed the likes of digital, customer first, and agility into your organisation in order to see material gains. Anything else is just window dressing. This is about building the strong foundation you need to become agile, and be in a position to make the small and more substantial changes that improve your performance.

For all of this to work, both in a Formula 1 team and a business setting, everyone involved needs to be motivated and aligned. This links back to each and every person on your team understanding the purpose of what you are trying to achieve. Finally, success leads to confidence within teams and that elevates performance. Of the more than 100 constructors that have raced in the Formula 1 World Championship since it began in 1950, by the time we reached 2020, just nine teams had won more than one title. Ferrari tops this list (with 16 constructors' titles at the time of writing). As a business, you have to consider how you can take each win and build on that to deliver long-lasting performance.