340 km/h isn’t fast enough… so how do they go quicker?
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Recently, I had the privilege of attending MotoGP in Mugello, Italy as a VIP guest, an experience made even more special thanks to one of my clients, @Fedegari, who sponsor the LCR Honda team and invited me directly into the pit.
What I saw behind the scenes wasn’t just elite motorsport. It was a masterclass in high reliability teams operating in high-risk, high-performance environments.
At its core, the mission is simple: Get the rider around the track as fast as physically possible, while keeping them safe enough to push the limit.
Everything aligns to that purpose.
I spent time in the garage observing riders Cal Crutchlow, Diogo Moreira, and the LCR Honda team during practice and qualifying. From the crew chief, engineers and mechanics, through to catering and recovery spaces, every element of the system operates with clarity and intent. No ambiguity. Just alignment.
In MotoGP, the margins are brutal. First to twentieth place is often less than 1.5 seconds.
That reality creates a culture where:
- Every data point matters
- Every voice matters
- Every micro-adjustment matters
What I learnt from watching the team in the pit box?
There was a calm intensity. A calm, focused environment where everyone knew their role. Leadership wasn’t tied to hierarchy. Anyone could step forward if needed. Distributed leadership in action.
When a rider returned to the garage, feedback loops were immediate:
- Heard
- Understood
- Acted on with precision
The crew chief played a critical role, not just directing, but scanning constantly for weak signals of change:
- Subtle rider / team cues
- Data anomalies
- Small inconsistencies or changes
The data and technology are extraordinary, but what truly sets this team apart is the mindset of the team:
- Relentless curiosity
- Sensitivity to operations
- A refusal to ignore weak signals
Even the smallest details are intentional. For example: Tyres are stored in controlled environments. Every tyre is analysed post-session for wear patterns, searching for any insight that could unlock more speed, or indicated that a dynamic change was occurring that may impact safety.
This isn’t just high performance. This is high reliability in action.
What struck me was the parallels to the high-risk industries that we work in. Different work, but same mindset is required if you want to be the best in a dynamic work environment.
The best teams operate with:
- Clear purpose under pressure
- Distributed leadership
- Constant operational awareness
- Active search for weak signals
- Psychological safety (so people feel comfortable to speak up)
- Precision execution in dynamic environments
High reliability isn’t about removing pressure; it’s about building teams that perform because of it. What MotoGP really showcased to me isn’t just speed… It’s what happens when performance, reliability, and human factors are fully aligned.
If you are you wanting the knowledge, skills and attitudes to take your teams to the next level? consider exploring the HeroCODE Academy.
