The revolutionary change
“First of all, I am in charge of the company with full powers, so I can take a decision without anyone else taking a parallel initiative”
(Luca di Montezemolo)
Structure
Division of Ferrari into three small departments: Future developments and special projects in the UK, Engine Department in Maranello and Scuderia Ferrari (SF) which is the place where the cars are built and the team managed. The small racing department would minimize bureaucracy.
He revived the GTO Enzo Ferrari concept which he agreed was a brilliant fundamental idea. As a result, in August 1992 John Bernard signed a five year contract with Ferrari to design and develop their new cars.
Introduced a new numbering system in 1992, based on the year …show more content…
Ferrari’s Management changed after Enzo’s death ;Patrick Tombay “no one is in charge anymore ‘there are so many layers of management, bosses reporting to bosses, until ultimately it gets to Gianni Agnelli (Chairman of Fiat).”
The geographical separation between the car and engine departments (Italy and UK), led to development of various ‘factions’ within Ferrari, making Bernard’s work increasingly difficult.
Whilst the Ferrari engine was one of the most powerful, it was a ‘flat 12’ thus there was little opportunity to create the ground effect achieved with the slimmer V8 DFV engines. In 1978 Alpha Romeo launched a V12 engine to replace the ‘flat 12’ for this very reason. Ferrari took no initiative and concentrated on a longer term project to develop a V6 Turbocharged engine. …show more content…
Their competitor’s embraced new developments in aerodynamics and the use of composite materials emerged from the UK’s motorsport valley, an area west, north and south of England where major British F1 teams were located.
Ferrari chose to manufacture their engines and chasis personally, unlike their competitors, who bought their engines from specialist suppliers like Cosworth, Renault, Honda and Porsche and focused their expertise on the design and developments of the chassis. To perfect their aerodynamic performance, they used sophisticated ‘moving ground’ wind tunnels available at the local Universities such as Imperial College London.
HIGHLIGHTS FERRARI TOOK TO SOLVE IT’S PROBLEMS
The recruitment of British designers Harvey Postlethwaite in 1984 who became the first non Italian Technical Director of Ferrari and John Barnard in 1986 who was recruited to a top Technical role to define the Technical direction of Ferrari .These were undoubtedly important and necessary steps to capture the new technology and aerodynamic expertise and composite materials that had developed in the UK motorsport
“First of all, I am in charge of the company with full powers, so I can take a decision without anyone else taking a parallel initiative”
(Luca di Montezemolo)
Structure
Division of Ferrari into three small departments: Future developments and special projects in the UK, Engine Department in Maranello and Scuderia Ferrari (SF) which is the place where the cars are built and the team managed. The small racing department would minimize bureaucracy.
He revived the GTO Enzo Ferrari concept which he agreed was a brilliant fundamental idea. As a result, in August 1992 John Bernard signed a five year contract with Ferrari to design and develop their new cars.
Introduced a new numbering system in 1992, based on the year …show more content…
Ferrari’s Management changed after Enzo’s death ;Patrick Tombay “no one is in charge anymore ‘there are so many layers of management, bosses reporting to bosses, until ultimately it gets to Gianni Agnelli (Chairman of Fiat).”
The geographical separation between the car and engine departments (Italy and UK), led to development of various ‘factions’ within Ferrari, making Bernard’s work increasingly difficult.
Whilst the Ferrari engine was one of the most powerful, it was a ‘flat 12’ thus there was little opportunity to create the ground effect achieved with the slimmer V8 DFV engines. In 1978 Alpha Romeo launched a V12 engine to replace the ‘flat 12’ for this very reason. Ferrari took no initiative and concentrated on a longer term project to develop a V6 Turbocharged engine. …show more content…
Their competitor’s embraced new developments in aerodynamics and the use of composite materials emerged from the UK’s motorsport valley, an area west, north and south of England where major British F1 teams were located.
Ferrari chose to manufacture their engines and chasis personally, unlike their competitors, who bought their engines from specialist suppliers like Cosworth, Renault, Honda and Porsche and focused their expertise on the design and developments of the chassis. To perfect their aerodynamic performance, they used sophisticated ‘moving ground’ wind tunnels available at the local Universities such as Imperial College London.
HIGHLIGHTS FERRARI TOOK TO SOLVE IT’S PROBLEMS
The recruitment of British designers Harvey Postlethwaite in 1984 who became the first non Italian Technical Director of Ferrari and John Barnard in 1986 who was recruited to a top Technical role to define the Technical direction of Ferrari .These were undoubtedly important and necessary steps to capture the new technology and aerodynamic expertise and composite materials that had developed in the UK motorsport