garrett wrote:But didn´t they engage Gilles Simon from the aborted PURE project to get some insights?
Honda and Simon have actually recently parted ways - just a few days ago according to reports.
He was one man, not like Illien bringing in a company he runs (Ilmor Engineering) with its own independent R&D resources. Simon was more like an employee to Honda, inside HRD.
I am not going to speculate on why that split is happening, but I have a few ideas.
garrett wrote:Apart from that, that R & D approach in relation with the overwhelming task seems a little bit outdated, not to say suicidal. Ferrari and Renault did it too and had success. Japanese tradition? The time is high to change that attitude imo......
You don't change culture like that quickly, especially not one as strong as exists in Japan.
I'm not sure anyone in Honda particularly wants to win by "buying it in" anyway. Where's the prestige?
I think Honda want to win by being Honda. Copying the tricks used by others isn't part of that.
Mercedes-Benz had no qualms about buying Ilmor (in its previous incarnation) and subsequently rebadging it as "Mercedes-Benz High Performance Engines". It's the pinnacle of German F1 engineering, you see; just happens to be based in Brixworth, Northamptonshire, rather than in Germany. To some eyes that would be a cynical marketing ploy (taking credit for developments of someone else by simply buying up the company and then running it at arm's length as a special satellite organisation) - I do not believe Honda are in F1 for this.
F1 isn't marketing to Honda in the way it is to Mercedes. It's more than that to Honda.
The "Honda way" seems to us outsiders quite insular, like trying to solve all the problems without buying in talent/experience/skill from across the F1 engineering pool, as if this by itself would fix things. I think it's quite normal for a big Japanese company to behave like this, it's how my dealings with my Japanese colleagues have worked (I work for a multinational).
Even if you could transplant them into Sakura, how successful would those existing F1 staff be in a Japanese engineering organisation? Culturally, it would be a hell of a shock for both sides. It we were talking about a UK engineer used to being able to disregard a management structure and go directly to someone in the team just because he knows he's right, that would be potentially a disasterous fit; in the UK in particular, we have a culture of meritocracy (that is: I don't care your rank in the organisation, just how good you are a the problem we're working on), in France they tend to be quite hierarchichal (question your boss at your peril). In Japan each person knows their place and works like hell on it. The understandings of R&Rs and how to deal with items which overlap the scope of many people's jobs are totally, wildly different in each case.
Depending on the resources and how successfully they are employed, it may end up that Honda eventually wind up with better solutions than the others doing it all their own way - but how long will it take to get to that point?
HRD's F1 effort is still relatively new compared to the others, and the staff are young. They will learn. They will achieve success, if they are given enough time and resources.