“Now we have people in the right roles who have the full responsibility, clear goals and full authority to do their job,” Binotto said. “On my part, there are many things I need to do and definitely keep an eye on them and keep them in the right position to deliver.”
The changes have been monitored by Camilleri, who after his appointment in 2018 acknowledged that although there was “talent, commitment and passion” and a work ethic, he found to be “quite extraordinary”, there was also room for improvement.
Camilleri, who is also chairman of Philip Morris International, said Ferrari had worked with “a relatively short-sighted view of things”, with employees working independently rather than as a team. “I brought a more long-term strategy, especially in terms of investments that doubled our capital expenditures,” he said, rising from $ 887 to $ 946 million, up from $ 414 to $ 437 million.
“Getting people to work more in teams always takes some time,” he said. “You do not change cultures overnight.”
Camilleri’s plans also include evaluating other racing programs. Ferrari is considering IndyCar and is running for the first time in Le Mans in the prototype category. It has traditionally only run in GT classes.
“We’re studying Indy,” he said. “It depends somewhat on the flexibility in terms of their future rules,” he added, noting that the chassis and aerodynamics are pretty standard, “which we understand they have done as a cost containment exercise.”
But the company is not considering getting into Formula E, despite other car companies’ field teams in the electric racing series.