The newspapers are full of stories about how small groups of engineers from Formula 1 teams have been able to design, prototype and manufacture essential health equipment incredibly quickly.
So why aren’t organisations allowed to perform such super-human feats of brilliance the rest of the time? Or to put it another way, why is it that companies and governments always call on McKinsey when they could call on McLaren?
Why is it that companies and governments always call on McKinsey when they could call on McLaren?
One obstacle might be the boredom threshold. If you are used to a high-octane life on the Grand Prix circuit, a three-hour meeting with healthcare regulators might leave you wanting to bite your arm off. Once, by accident, I ended up as part of a project-management workgroup seeking regulatory approval for a drug: after the 18th Gantt chart, I experienced one of those moments where boredom becomes physically painful.
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