5
“The development of the company depends on new graduates,
because, in a certain sense, we are also a school of motorsports,
and we fully intend to consolidate this concept”
F.1 and the world motorcycle racing
are currently restructuring in response to
the global economic crisis. How do you
view the overall future of motorsports?
“I believe that we need to rethink the
models underlying motorsports,
otherwise we will always be affected by
such crises.
Motorsports must get closer to the new
generations, and to everyday life, so that it
is perceived as a research centre for
motoring and source of entertainment.
It is important to be aware of the tools
favoured by the new generations, such
social networks, electronics, video games,
because no one is content to be just a
spectator any more, people want
interactivity. For this reason, motorsports
must establish
solid alternatives, stimulating the interest
of the public and attracting investment
from the major producers”.
Dallara is heavily involved in the
development of young Italian drivers.
What else can the Italian racing sector do?
“By definition we must all do more,
given the number of Italian drivers
involved at the highest level. We have
talent, potential, and conditions:
it’s up to us to help Italy
return to its rightful level”.
Let’s get back to the internal organisation,
Dallara is one of the very few Italian
companies in expansion; despite the
crisis, we are continuing to hire people,
particularly young graduates and other
personnel through the university system.
Do you plan to continue with this
strategy? What initiatives are in place in
order to ensure that young people
develop within the company?
“Yes, I can confirm that we will continue
with this strategy. The development of the
company depends on new graduates,
because, in a certain sense, we are also a
school of motorsports, and we fully intend
to consolidate this concept: in fact, our
aim is to offer these young people a
stimulating working environment,
providing them with the necessary tools
(simulator, wind tunnel, CFD, FEM…)
to test their innovative ideas,
and a chance to make mistakes in a
controlled way, in order to help them to
develop and learn”.
If you had to choose Dallara’s top
three priorities for the future, what would
they be?
“My first priority would be to continue
investing in our three development areas:
design and production using carbon fibre
composite materials, aerodynamics and
computerised dynamic vehicle simulation.
The second would be to continue
improving our internal efficiency, in order
to reduce costs for our customers.
My third priority would be to continue
investing in people, because that’s what
really makes the difference at this
company. As Thomas Watson (the grand
old CEO of IBM, ndr) used to say: “a
company can only be extraordinary if it
employs extraordinary people”.
Alessandro Santini