In the first edition of this book we distilled ten lessons from Formula 1 that might be applicable in part or in whole to organisations in other industries. Since then we have had opportunities to discuss and test these concepts during our speaking and teaching engagements, with a large number of businesses representing different industries and countries. Our judgement is that they are as well-received, germane and on-target today as when they were first written. We have decided to stick with the same ten lessons in this second edition. However, our ongoing research has revealed two further ones that we believe are fundamental to long-term success.

These lessons are the underpinning of our performance framework shown in Figure 6. In the framework we explain organisational performance as a function of individuals, teams and partners coming together; and by integrating, innovating and transforming these elements in changing competitive situations, sustainable performance can be achieved.

These lessons are not instant panaceas that every organisation should necessarily adopt, but they do offer insights that will help business leaders who are trying to galvanise their organisations into becoming more performance-focused, l exible, innovative and above all, more competitive.