oerlikon

Mr. Lauda, you receive numerous offers concerning which brands to represent and which logos should decorate your famous cap. Why did you decide to represent Oerlikon?

Oerlikon is a fascinating company. When I looked into the offer to represent the company, I quickly discovered that Oerlikon's values and mentality correspond 100 percent with my own ideas. As such I can act credibly as a representative for the company. In addition Oerlikon is an important supplier for the automotive industry and also for Formula 1. When I heard that Oerlikon supplies the coatings for all of the Formula 1 motors I pricked up my ears and became curious. Oerlikon and Lauda - that is a conclusive, convincing combination. I really enjoy doing this. In the meantime I have become an Oerlikon fan.

How would you describe the Oerlikon mentality from your perspective?

Absolutely success-oriented. Regardless of whom I have spoken to at Oerlikon up until now and which location I have visited: You can feel the strong will and passion everywhere to deliver outstanding performance, to win and to stand on the winner's podium. The atmosphere that I have encountered is at once emotional and professional. They fight, wrestle, swear, laugh and cheer - and at the same time they work professionally and extremely competently.

... that sounds like motor racing ...

Yes, it does. That's why Oerlikon's involvement in Formula 1 and the technology partnership with Red Bull also makes so much sense. There is no sport more appropriate for Oerlikon than Formula 1. Innovation, speed, efficiency, passion and peak performance characterize motor racing - and Oerlikon.

But isn't the racing driver sitting in the car rather lonely? How does that fit with the teamwork mentality which is so important to Oerlikon?

The racing driver alone achieves nothing. Without his team he can simply pack up and go home. Today, how well the drivers communicate with the engineers and pass on their impressions and experience is a critical factor for success in Formula 1. The drivers not only have to perfectly implement the possibilities the vehicle offers but, in addition to all the technology, they are also the most important sensor. Basically, the drivers work like members of the sales force, representing the interface with the customer. The driver puts the horsepower on the road and provides feedback about requirements. The sales force brings the product to the customer and provides feedback about their requirements. When this works well, you have a great product.

But that also means that the human factor remains a decisive factor - despite all the technology? Is that still true today? In Formula 1 and in the high-tech business?

Yes, I am convinced it is. And for a number of reasons. Firstly, because technology is still operated by people and people still form organizations. I have never seen a company which functions completely automatically or a racing car which drives itself. Nor will this ever happen. This means that we are responsible for the way we provide the technical opportunities and the corporate options and not some machine. Oerlikon itself is the best example. The company's substance has not suddenly changed. Nevertheless, the company took off again about a year and a half ago. This shows how much freedom we have and the importance people's actions have.

But isn't the best driver stuck - to keep with the sport metaphor - if they have a bad vehicle?

Definitely. Up to a critical point the driver can compensate for technical disadvantages. But if the gap is too large, then there is nothing he can do. Yet this poses the second fundamental question: How do we develop cutting-edge technologies? The best vehicle and the best technology don't grow on trees. Why is a company like Oerlikon a technological leader, why does a racing team win the World Championship? Because they have more competent employees, are more efficiently organized, more motivated, more courageous, more closely connected with their customers and so forth. And once again these are human factors.

What role does funding play?

Money is an important factor, of course. But only up to a certain point. If you can't afford a wind tunnel, have to make do with fewer test runs or do without modern simulation technology, then your possibilities are limited. However you cannot buy creativity, passion or intuition. There are enough examples where a large amount of money was spent without any real success and where newcomers with low budgets have prevailed.

With Oerlikon, you can also feel the passion and desire to win

What is your most important experience for securing long-term success?

You have to celebrate your victories. But despite the euphoria of victory you can't afford to become arrogant or complacent. In both sports and the business world highly successful phases are generally followed by a crisis. At some stage those involved begin to think that they have the right to win the medal or earn the contract. Eventually reality strikes back mercilessly. Complacency is the best recipe for disaster. To avoid that you always have to be prepared to question yourself - like an artist who stands before a blank canvas or sits before a blank sheet of paper. We always have to be prepared to start all over again from the beginning. And you must never stop wanting to learn. Then you will remain successful for a long time.