Driving Performance at 200mph: What HR Leaders Can Learn from McLaren Racing

At Udemy Power Up 2026, Zak Brown, CEO of McLaren Racing, and Hugo Sarrazin, CEO of Udemy, unpack what it really takes to build a high-performance organisation.

Framed through the lens of Formula One, the conversation went far beyond racing. It offered a blueprint for HR leaders navigating AI disruption, workforce transformation and rising expectations around performance.

High performance is not built on moments of brilliance. It is built on systems, people and continuous learning.

Performance is powered by people, not just technology

Despite Formula One being one of the most technologically advanced industries in the world, Brown was unequivocal about what drives success.

“You’ve got awesome technology, wind tunnels and simulations, but so do all your competitors. The real difference is people.”

That insight challenges a common assumption in business. While organisations continue to invest heavily in AI and digital transformation, competitive advantage still comes down to how effectively people collaborate, learn and perform together.

For HR, this reinforces a critical priority. Technology enables performance, but people deliver it.

A learning culture is the real competitive edge

One of the most striking insights from McLaren’s operating model is the scale of continuous development.

“We live in a prototype world,” Brown explained. “About 80% of our race car changes every year. We are constantly trying to make it faster, lighter and better.”

That level of iteration is not confined to engineering. It applies across the organisation.

“Everything is a race car,” Brown said. “Finance, HR, commercial. Every department is trying to get better, just like we improve the car.”

Sarrazin connected this directly to modern organisations. “Curiosity and continuous learning are what keep teams competitive,” he noted. “You cannot stop learning.”

For HR leaders, the implication is clear. Learning can no longer be episodic or reactive. It must be embedded into how work happens every day.

Marginal gains create disproportionate impact

Formula One is built on the principle of marginal gains. Small improvements, consistently applied, drive significant results.

“If everyone just improves a little bit, it is amazing how much you can move an organisation forward,” Brown said.

This mindset is particularly relevant in today’s environment, where large-scale transformation often feels overwhelming. Instead of waiting for step-change innovation, high-performing organisations focus on incremental progress across teams, processes and capabilities.

For HR, this means shifting from large, infrequent programmes to continuous improvement across skills, behaviours and performance.

Real-time insight enables faster, better decisions

Speed is a defining feature of Formula One, and decision-making reflects that reality.

“You have to make decisions in real time with the information you have,” Brown said. “There is no time to wait for perfect data.”

McLaren runs millions of simulations across a race weekend, constantly refining decisions based on live inputs. That same principle is increasingly relevant for organisations dealing with fast-moving markets and AI-driven change.

Sarrazin highlighted that many businesses still rely on retrospective data. The opportunity lies in moving toward real-time workforce insight, enabling faster and more confident decision-making.

For HR, this means investing not just in data, but in the ability to act on it.

Performance thrives under constraint

One of the most compelling parts of the discussion focused on Formula One’s cost cap.

“We used to be able to spend our way out of problems,” Brown said. “Now every penny has to deliver performance.”

With all teams operating under similar financial constraints, the differentiator becomes how effectively resources are used.

“The difference now is people, knowledge and know-how,” he added.

This has clear parallels in business. Budget constraints, economic pressure and efficiency targets are forcing organisations to be more precise in how they invest in people, technology and capability.

For HR leaders, this reinforces the need to link every investment directly to performance outcomes.

Leadership is about enabling, not controlling

Brown’s leadership philosophy is rooted in empowerment.

“The race team does not work for me. I work for them,” he said. “My job is to enable them, support them and give them what they need to succeed.”

He emphasised the importance of diverse thinking and challenge within leadership teams.

“I do not want people around the table agreeing with me just to agree. You make better decisions when you have different perspectives.”

This approach aligns closely with modern leadership expectations. High-performing organisations are increasingly built on trust, autonomy and collaboration rather than hierarchy and control.

For HR, this highlights the importance of developing leaders who can create environments where people feel empowered to contribute and challenge.

Performance is sustained through culture and care

While the conversation focused heavily on performance, Brown was equally clear about the role of wellbeing and culture.

“I do not think you can focus on your people enough,” he said. “I am obsessed with our people.”

From investing in wellbeing facilities to involving families in the organisation’s journey, McLaren takes a holistic approach to engagement.

“The more people feel supported, the better they perform,” Brown added.

This is a critical reminder for HR leaders. Performance and wellbeing are not competing priorities. They are deeply connected.

What HR leaders should take forward

The lessons from McLaren Racing are not confined to elite sport. They reflect broader shifts in how organisations operate and compete.

High performance is increasingly defined by:

• Continuous learning embedded into everyday work
• Real-time insight driving faster decisions
• Incremental improvement across all functions
• Strong alignment between people, strategy and performance
• Leadership that empowers rather than controls

As Sarrazin noted, organisations today are operating in environments of constant acceleration. The challenge is not just to keep up, but to build systems that allow people to adapt and thrive.

In Formula One, the difference between winning and losing can be measured in fractions of a second.

In business, the margins may look different. But the principle is the same.

HRD Connect Curators of the New Business Landscape. HRD Connect produces industry-recognized content for senior HR leaders. Through articles, case studies, Q&As, podcasts, events, and more, we offer truly progressive and cutting-edge insights designed to help people leaders address core HR challenges and add greater value to their business.

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