Formula One is an intense, time-critical engineering environment. Performance gains are created through many small improvements to the car, each of which must be designed, analysed, manufactured, tested and deployed at pace. Software plays a crucial role in that system, supporting both the development of the car and the team’s ability to understand its behaviour in real time.
The organisation needed its software teams to be more responsive to the needs of two demanding internal customer groups:
Both groups operated in an environment where priorities could change quickly, feedback cycles were short, and delays in software delivery could affect engineering decisions. The challenge was to help the software teams align more closely with this fast-moving context, reduce friction in the flow of work, and adopt practical agile and lean approaches that suited the realities of Formula One rather than imposing a generic process model.
NewRedo began by listening. We interviewed a wide range of engineers, software team members and stakeholders across the organisation to build a clear picture of how work was requested, prioritised, developed, tested and delivered. This discovery work helped surface the practical constraints, dependencies and communication patterns that shaped day-to-day delivery.
From there, we helped the teams identify opportunities to improve the flow of work and make delivery more transparent. The focus was on pragmatic agile transformation: improving responsiveness, shortening feedback loops, and helping teams organise around the needs of the people using their software.
The work included:
Rather than treating agile as a set of ceremonies, the engagement focused on the underlying intent: enabling teams to learn faster, respond sooner, and deliver the most valuable work at the right time.
The engagement helped the Formula One software organisation better understand how its work supported car performance, trackside decision-making and the wider engineering system. By making work more visible and improving alignment with internal customers, the teams were better placed to respond to changing priorities and deliver software in a way that reflected the pace of the sport.
Key benefits included:
The result was a case study in applying agile transformation to a high-performance engineering organisation where responsiveness matters, feedback is immediate, and the effectiveness of the whole system is tested in public throughout the racing season.
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