The surprise of the unexpected, the triumph of creativity and simplicity, is the first business lesson from Brawn GP, according to the author. “Having a winning strategy that puts ideas ahead of force,” is the second lesson. For Gutiérrez-Rubí, power depends neither on the budget nor the hierarchy, but on talent. The third idea from the Brawn GP team is based on the combination of experience and youth. It is the first time in a World Grand Prix where the age difference between the number one and two on the team is significant.  

The fourth formula is based on understanding that the leader is the embodiment of the team and the strength lies in him. For Gutiérrez-Rubí, another key is in the F1 team’s calculated ambition “that has managed the advertising and sponsorship to the limit.” He defines the sixth lesson as “speed as a collective attitude.” For the author, they found a way to form a team in three weeks, among other achievements. “Short and sweet outraces slow and steady.” 

Gutiérrez-Rubí then praised Brawn GP for its capacity to challenge the norm. A new motor-racing team up against the classic teams it beats because of their collective rivalry. “A new power, decentralised, open and shared, based on merit and creation, blazes the trail in organisations and in all areas of activity.” For the author, “the hierarchy had never been so seriously questioned by freedom and intelligence. This is the definitive challenge: liberating innovation versus the privilege that normally determines the dominant position.” “If you think it, you won’t achieve it, but if you believe it, it’s possible,” reasoned the author when giving other examples of athletes such as Nadal.

Chaos is an opportunity because the “greats” usually adapt badly to chaos, according to Gutiérrez-Rubí. While Brawn was innovating, the rest of the motor-racing teams were discussing what to do. “The first moment of chaos is decisive in gaining an advantage,” he emphasised.

In the second to last lesson, the author linked the audacity of Brawn GP to buying Honda during a period of economic uncertainty. Lastly, Gutiérrez-Rubí highlighted the triumph of a job well-done due to the culture of hard work ingrained in the team. “The teams should be made of people who are talented and should transmit that talent through networks.” “No one cares how we’re organised, but how we work,” concluded the author to close the meeting.