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In particular, it is understood that Cowell felt that there was an element of confusion between factory roles and those at the track - with people dragged too much into responsibilities for both.
This led to problems with distractions and communications, and some personnel spread perhaps too thinly across roles that should have been separated.
Cowell's desire is for things to be simplified and to have structures that are cleaner and not top heavy, which is why, with Krack's responsibilities changing, there is no need for the performance director position that Tom McCullough previously held.
As someone who earned a reputation for producing the most efficient engines in F1, Cowell clearly has a mindset of not liking wastage in any organisation.
Speaking shortly after his arrival at Aston Martin last year, he offered an interesting insight into how he thinks organisations should work.
"It makes me grumpy if there's overlap of responsibility," he said. "It makes me grumpier still if there's a gap and a lack of communication.
"How do we get 900 people to work efficiently so it's like one brain? Writing reports and having meetings...I'm not too keen on that sort of thing."
Cowell was clear that key to him was having a structure in place that is simple, clear and understood by everybody.
"My job is to create a team," he added. "And in a team everybody knows what their role is. They know their position on the pitch.
"My job is to discuss with each of those players what they could do to get better, not tell them.
"It's just to instil a high-performing atmosphere of doing something, learning from that experience and thinking of new ideas."
It makes you wonder if Whitmarsh instilled some of Ron's outdated habits of management. There was a lot of red tape when he was in charge, and it was one of the main reason Newey left McLaren.RedNEO wrote: ↑10 Jan 2025, 19:09https://www.the-race.com/formula-1/andy ... prisoners/
In particular, it is understood that Cowell felt that there was an element of confusion between factory roles and those at the track - with people dragged too much into responsibilities for both.
This led to problems with distractions and communications, and some personnel spread perhaps too thinly across roles that should have been separated.Cowell's desire is for things to be simplified and to have structures that are cleaner and not top heavy, which is why, with Krack's responsibilities changing, there is no need for the performance director position that Tom McCullough previously held.
As someone who earned a reputation for producing the most efficient engines in F1, Cowell clearly has a mindset of not liking wastage in any organisation.
Speaking shortly after his arrival at Aston Martin last year, he offered an interesting insight into how he thinks organisations should work.
"It makes me grumpy if there's overlap of responsibility," he said. "It makes me grumpier still if there's a gap and a lack of communication.
"How do we get 900 people to work efficiently so it's like one brain? Writing reports and having meetings...I'm not too keen on that sort of thing."
Cowell was clear that key to him was having a structure in place that is simple, clear and understood by everybody.
"My job is to create a team," he added. "And in a team everybody knows what their role is. They know their position on the pitch.
"My job is to discuss with each of those players what they could do to get better, not tell them.
"It's just to instil a high-performing atmosphere of doing something, learning from that experience and thinking of new ideas."
TyreSlip wrote: ↑10 Jan 2025, 19:25"THE RACE" made a video on Aston Martin, speculating on Whitmarsh's outdated habits of management that could have led Dan Fallows to the wrong direction in the developing of the AMR24's floors.RedNEO wrote: ↑10 Jan 2025, 19:09https://www.the-race.com/formula-1/andy ... prisoners/
It makes you wonder if Whitmarsh instilled some of Ron's outdated habits of management. There was a lot of red tape when he was in charge, and it was one of the main reason Newey left McLaren.
That would have been more or less the same role as he did/is still doing at AMR. Leading the team trackside with a CEO (Hoffmann or Seidl) at the factory who makes the decisions.
Even if the responsibilities are same ; TM to Trackside Officer is a demotion. I don't expect him to continue in this role for long.
Unless, he understood all Along that was his job. That he was a TP in name only.NAPI10 wrote: ↑12 Jan 2025, 00:54Even if the responsibilities are same ; TM to Trackside Officer is a demotion. I don't expect him to continue in this role for long.
Of course it is, but Cowell obviously wanted very clear and flat structures. If that’s the job what Krack was actually doing, why don’t name it. Let’s see how long he is doing the job. Chris Cronin is the new chief engineer trackside, like Shovlin at Mercedes. Let’s see how this continues.NAPI10 wrote: ↑12 Jan 2025, 00:54Even if the responsibilities are same ; TM to Trackside Officer is a demotion. I don't expect him to continue in this role for long.