The focus of this book is organisational performance – the nature of performance and how it is achieved ‘at the limit’. Organisational performance relates to the extent to which an organisation achieves its stated objectives. Of course such objectives can be wide-ranging, potentially conflicting and also emphasising the needs of different stakeholders. In business the performance criteria tend to focus on financial variables, such as profitability, cash flow and shareholder value. However, with the development of tools such as the balanced scorecard there is a greater awareness of the need to complement financial performance with other performance criteria such as the delivery of customer needs, the efficiency and effectiveness of internal processes and the ability to learn and grow.

In Formula 1, performance is measured ultimately by winning races and accumulating points in the Drivers’ and Constructors’ Championships. We have also seen that performance is measured in other ways within the team as in their quest for speed and efficiency of a pit stop; or by a team’s partner in terms of an increase in brand recognition.