Dr.

Shashank Mehraa*, Aditya Chourea#, Swapnit Taura$

School of Business Management- NMIMS Navi Mumbai Campus, SVKM’s
a

Narsee Munjee Institute of Management Studies (NMIMS) Deemed-to-

University, Mumbai-400056, India

*
Dr. Shashank Mehra- Associate professor
Email: profshashank@gmail.com
Mo: 91-9711466632
Full Orchid ID: https://orchid.org/0000-0001-9688-5541
School of Business Management,
NMIMS, Navi Mumbai Campus,
NMIMS (Deemed-to-University)- Mumbai
Kharghar, Maharashtra 410210
India
$
Mr. Swapnil Taur (https://orcid.org/0009-0005-7371-1326) is student of First
Year at School of Business Management, NMIMS, Navi Mumbai Campus,
NMIMS (Deemed to be University) - Mumbai, India. He has interest in actuarial
statistics, application of data analytics and research methodology.
#
Mr. Aditya Choure (https://orcid.org/0009-0006-7490-8312 ) is student of First
Year at School of Business Management, NMIMS, Navi Mumbai Campus,
NMIMS (Deemed to be University) - Mumbai, India. He has interest in actuarial
statistics, application of data analytics and research methodology.
The Algorithm and the Apex: Can Big Data Unseat F1's
Human Heroes?

Before 2014, Mercedes AMG Petronas F1 team, a big name in Formula One racing community
had a few podium finishes and a handful of victories here and there but the team was struggling
to perform consistently. They joined hands with tech giant AWS1 and integrated advanced AI
models to analyse huge datasets from track conditions, competitor’s performance and sensors
on cars. This gave them real-time data which was used to analyse each aspect of the race, from
pit stops to fine tuning of engine. The results spoke for themselves, as the team dominated on
track and won seven consecutive constructor’s championships between 2014 and 2020 (Rosen
D., 2022).
For decades, Formula One reigned supreme as a sport in which human brilliance competed
against technological alchemy. It was a symphony of raw instinct, innovative engineering, and
pit-lane dance, with each victory built on milliseconds of advantage. However, a silent
revolution has changed the script. Big data, once a whisper on the paddock, now roars across
every element of the sport, raising a serious question: has the computer finally surpassed the
human?
In the pre-big data age, intuition reigned supreme, until the revolutionary moment in which
algorithms dethroned hunches. Currently, that is the post-big data landscape, where every pixel
of track and engine heartbeat whispers information that can be extracted, the growth of the data
giants has raised fundamental concerns along the way: where does the human driver stand in
this data-driven dominion? Is the pilot only a data interpreter, a cog in a well-tuned machine?
Or can raw talent, developed over countless laps, pave the way to glory in the face of this
algorithmic onslaught?

PRE-BIG DATA ERA

A) Finances
Before the advent of big data, financial management in Formula 1 primarily relied on
traditional accounting practices and manual handling of economic data. Even well-known
teams like McLaren, had to rely on historical data, rudimentary forecasting methods, and the
expertise of key persons to negotiate the complexities of financial decisions because data
analytics technologies were unavailable. Also to forecast future budgets, teams would mainly
examine previous financial records and prior spending. This historical data was critical, but it
lacked the depth and complexity of modern analytics. Understanding last spending patterns,
revenue streams from sponsorships, and partnerships affected decision-making processes,
which frequently relied on intuitive predictions rather than data-driven insights resulting in
huge financial blunders sometimes. Their founder Teddy Mayer had meticulously tracked
costs, negotiated fiercely with suppliers, and even played the used parts market to gain an
advantage. The funding for the operation was mainly budgeted on forecasts that were made
from previous performance and the team’s past record. Budgeting was more cautious given

1AWS is one of the major service provider of cloud computing technologies. They provide services like cloud
storage, machine learning, analytics etc.
that few methods existed to arrive at the desired levels of resource allocation. In teams,
decision-making is based on experience and gut intuition in allocating funds between R&D
production, and racing. Planning finances in the pre-big data era had much lesser detail and
depth as compared to current advanced analytical tools. Teams were not resourceful enough to
have a full-scale economic analysis that could in detail analyse cost structures, predict future
financial trends, or optimise spending endeavours. In the absence of real-time data or advanced
modelling, financial planners would not be able to make complex and evidence-based
recommendations.

B) Marketing
In, the past Formula One’s pre-big data era, marketing techniques differed from those of today
which are highly driven by huge volume and variety. On the scene, conventional media
channels such as television, print and radio remained important ways of communicating to
viewers. Unlike modern high-tech platforms, these outdated media offered almost nothing on
what people thought and wanted. Teams and sponsors who incurred massive investment into
traditional media exposure where television broadcasts of races, magazine or newspaper print
ads as well radio would be the main outlets to promote brands. Nevertheless, the level of
precision in tracking audience engagement and behaviour through these media has been limited
than that currently allowed by digital analytics. The audience characteristics were not easy to
comprehend. Although media sources provided some estimate of ratings and demographics,
audience behaviours are not as thoroughly analysed compared to today’s standard. Teams and
sponsors did not have sufficient resources to undertake a thorough analysis of in-depth
audience segments or check real time responses from audiences on marketing initiatives.
Calculated from the reach of a chosen media outlet, sponsorship agreements were negotiated
based on estimated exposure and brand visibility. Evaluating a sponsorship's return on
investment (ROI) was primarily qualitative rather than quantitative. Rather than precise data
analytics, determining the influence of a sponsor's presence on sales or brand recognition relied
on anecdotal evidence, subjective appraisals, and post-campaign surveys. Targeting specific
populations or analysing the impact of marketing campaigns was difficult. Most data were
collected manually and lacked the complexity of modern digital analytics technologies. Due to
the lack of real-time data streams and extensive insights into audience interactions, tracking
and assessing audience behaviour, engagement metrics, and conversion rates proved difficult.
In January 2017, Liberty Media2 completed the acquisition of the world’s leading motor racing
series – Formula 1. In the time of acquisition, sport had become a boy's club. Sponsors had
withdrawn, viewership worldwide and fan engagement were falling. This was due to poor
marketing and its failure to adjust with digital age. Had they been doing proper use of data
analytics; they would not have faced this issue (Wood, N. T. &. B. J. N., 2023).

C) Operations
Before the substantial data era, a blend of traditional approaches and limited technology tools
typified operational efficiency in Formula One. Instead of the sophisticated data-driven
operations seen in modern Formula 1, telemetry systems offered only primary data, decision-
making relied significantly on human skill, and supply chain logistics were controlled based

2Liberty Media Corporation is a media company which has assets spread across diverse fields like
broadcasting, television, theam parks and sports team.
on experience and historical patterns. During races, teams used telemetry systems3 to collect
primary performance data. However, the scope of data collected was substantially limited to
the large and granular data streams employed in modern F1. Telemetry systems supplied little
information regarding vehicle performance, concentrating on fundamental metrics such as
speed, engine RPM, and vital mechanical data. Engineers and drivers depended significantly
on their skill and experience when adjusting car setups, preparing race strategy, and running
simulations. Because real-time information available to teams was limited compared to the
immediate and extensive data streams in modern Formula 1, decision-making during races was
more intuitive. Regarding performance evaluations, teams had access to minimal data
compared to today's telemetry-rich setups. Analysing automobile performance relied on-track
results, driver comments, and primary telemetry data, frequently less thorough than is possible
today. Adjustments to car setups and strategy were primarily performed by experience and
intuition, as real-time data analysis was not yet standard in Formula 1. With the available data
being more constrained and indirect, engineers and drivers relied on their experience
guesstimations to make crucial judgement calls during race days. This, therefore, implied that
instead of the modern trend in deep analytics-driven decision-making changes to car setups and
racing strategies relied on a combination of historical data as well as personal expertise together
with real time observations.
Logistics and supply chain management formed an essential part of operational effectiveness.
But optimisation was largely based on the experience, historical data and human planning
instead of predictive algorithms and live monitoring that we have in today’s modern day driven
solutions. It relied on experience and knowledge to coordinate logistics, arrange racing
campaign events as well deliver equipment and spares in time. This required in most cases,
human coordination and planning processes without the need for sophisticated prediction
algorithms or real-time monitoring technologies which have become standard today when
improving supply chain operations.
The 1994 German Grand Prix witnessed operational complications during Jos Verstappen’s
regular pitstop for Benetton and turned almost into a disaster. When the filling hose broke,
petrol spilled and ignited on the vehicle that was still warm producing a dangerous situation.
The incident, filmed live on television and immortalized in a now-iconic photograph of pit
crew member Paul Seaby surrounded by flames, occurred during the season's political
turbulence. Operational issues persisted after the fire, with the Benetton team refocusing on
Michael Schumacher's pit stops following the initial pandemonium. Although the fire was
quickly contained, the crew had to deal with chaotic scenes while assessing burns and planning
for future pit stops. This was one of the many instances that F1 teams faced issues due to
unavailability of big data during that era (Noble J., 2021)

D) Human Resources
Human resource management in Formula One was guided by traditional talent scouting,
recruiting, and development before the advent of big data analytics. Personal connections,
subjective assessments, and previous achievements were significantly weighted in the
processes, rather than the sophisticated data-driven insights and predictive analytics that
increasingly dictate HR decisions in the modern Formula 1 scene. To uncover potential talent,
3Telemetry systems is an umbrella of advance technology and devices which are used to collect data about
different factors of race, car performance, and driver.
teams relied primarily on established scouting networks, assessments of driver performances
in lesser racing categories, and personal relationships within the motorsport community.
Detailed data research was less important in this process than personal contacts,
recommendations and track records. Often the outcomes from these factors earned in lower
racing categories influenced driver selection and team composition. Unlike intricate data-based
performance assessments, the teams made decisions based on drivers’ image, past
achievements and personal approach. The decisions on some of the human resource aspects
such as hiring a driver and group dynamics had much less insight than what current analytics
would provide. Teams often did not have reliable information on a driver’s performance, talent
or the way he fit with team dynamics. Therefore, instead of predictive analytics or accurate
performance measures a decision was made based on subject opinions and past success. Other
approaches in the performance appraisals and training programs included traditional means as
well as personal observations. The teams relied on the knowledge of coaches, engineers and
managers to assess a driver’s performance both while racing as well during practice sessions.
In the conventional HR practices, training programmes were designed using traditional
methodologies and subjective judgements rather than analysing performance indicators or
predictive analytics standards.

DATA TRANSFORMATION ERA

While working for Williams F1 4 in the early 2000s, Neil Martin a data scientist noted an
obvious void. As baking more out of the mountains of data generated by cars and races
remained largely based on gut feeling or individual experience. Equipped with a mathematics
background and fondness for running, he sowed the seed of data-centric revolution. Not dizzied
by scepticism, Martin carefully constructed a complexity model nicknamed “The Model.” 5
This work of art chewed on numbers like a hungry animal, crunching together weather and
wear patterns, predicting race results with scary accuracy. It was a paradigm changer, but
resistance stood stiff. The old school engineers and veteran team principals looked at “The
Model” with suspicion. Almost two decades of refined experience was questioned against the
value of algorithms. Martin had a hard time uphill, always pitching his data-driven to an already
deeply rooted culture. Perseverance paid off. Even the sceptics disappeared when “The Model”
predicted a surprise pit stop by Michael Schumacher that secured his win. One by one teams
started utilising data. (London Speaker Bureau, 2023).
Since then, F1 racing has been a critical driver of technological advances focusing on data-
driven decision-making. The incredible amount of real-time data points that F1 teams can
access allows them to watch every aspect of their cars during competitions. With access to so
much information about their vehicles, drivers can make snap judgments that will increase the
chances of success thanks to this abundance of data. In Formula One racing, real-time data is
essential because it provides drivers with information on their vehicle's performance, enabling
them to make split-second decisions that can give them an advantage over their rivals. During
a race, Formula One teams utilise onboard computers to track every aspect of their car's

4Williams F1 or Williams Racing is a British F1 team founded in 1977.

5"The Model": Neil Martin's complexity model that revolutionized data-driven decision-making in Formula
One. This model played a pivotal role in predicting race outcomes based on data analysis. (source:
https://www.southampton.ac.uk/maths/news/2014/05/06_how_mathematics_can_make_the_difference.pag
e)
performance, and drivers use this information to modify their driving tactics in response to
changing road conditions. For many years to come, real-time data will be crucial to Formula
One racing.
During races Formula 1 teams use a great deal of information to keep their cars on top shape.
They also measure different parameters of the car like tyre condition, gears ratio, suspension
setting and engine temperature. Even smart systems are used to control the driver’s
performance, such as response times, braking and cornering speeds or acceleration. Each F1
car that has more than 500 smart devices installed is a technological centre receiving
information on fuel consumption, tire pressure, and engine temperature among other variables.
Imagine also that an F1 car collects 200-400 GB of data per race- which is quite amazing! This
information is instantly available to teams as real-time data provided with advanced wireless
networks using satellites and 5G technologies.
This data stream is not only ornamental. This is used by teams to observe the performance of
a car in real-time on the track. It allows them to determine the mode of driving, change vehicle
layout, and even provide guidance for a driver. Formula One teams are now heavily invested
in state-of-the-art software aimed at improving performance. With the help of such
applications, teams and drivers can figure out how to use the car in full potential while also
pushing its limits through machine learning. They are led by an expert companion towards
success. Teams are using machine learning to improve their vehicles for competitions.
Analysing data from a wide range of components in F1 cars, advanced algorithms can predict
how different configurations will influence the car’s performance on the track. It is like having
an instant digital race strategist who can analyse a wide range of data. These algorithms
improve drivers’ success rate through analysis of massive quantity of driving data that inform
them what to do for better results.
There are four essential principles upon which teams and drivers of Formula 1 racing rely to
increase the likelihood of victory. In dissecting these major stages before delving into the more
elaborate procedures for selecting winners, what follows are primary steps.
Preparation: Before the race begins, members of the engineering crew work hard to come up
with a schedule. They depend on Knowledge gained during trial runs, simulations and
experiences from previous races. This preparedness lays the ground for what is to come.
Practice: The driver applies the given strategy and puts it into practice. This is an excellent
method of fixing the strategy's flaws. This is a trial run for honing the qualifying and
championship race strategy.
Qualifying: The driver claims the starting spot and the qualifying rounds. The engineering team
uses vital information from the prior practice and qualifying rounds to inform their work on
the pit stops and race strategy for the final race.
Racing: Technical difficulties are part and parcel of F1 races, but a few other things act as
catalysts to the victory or loss of the team/driver. Weather conditions, traffic on the tracks, pit
stops for tyre or oil changes or other quick fixes, and, of course, the safety car6, which limits
the speeding cars from crashing when obstructions appear on the track.

6 Safety car: A vehicle deployed during a race to neutralize the field and ensure safety in case of an accident or
track obstruction. It limits the speed of racing cars until the track is clear.
The main steps in data transformation are usually as follows:

A) Data Collection
Meaningful insights on driver performance, car setup, and race strategies can only be derived
from the massive and complex raw data gathered from several sensors and sources throughout
an F1 race. There are four primary categories for this data:
1. Sensor Data: A multitude of data regarding the vehicle's behaviour and the driver's activities
is collected by onboard sensors. These variables involve engine performance, tire pressure,
braking system efficiency velocity acceleration and aerodynamic measurements.
2. Track Data: There are multiple factors that impacts car’s performance on track, such as
surface conditions of track, the length of track, radii of corners and elevation changes. Not only
car’s performance, but these factors also decide how the driver places himself or herself in such
conditions. These factors are crucial for assessing the time taken to complete laps, tyre wear,
fuel consumption and many other factors.
3. Weather Information: Understanding the impact of weather conditions is very crucial in
making informed decisions before and during the race to optimize the performance of car and
the driver. Wind velocity and direction, temperature of track, humidity and chances of
precipitation are few important parameters which the team must take into consideration for
race planning.
4. Race Data: By analysing different types of race related data, teams can identify trends and
patterns which helps them in improving their efficiency of different processes, hence offering
better results. Pit performance data like time for pit manoeuvring helps team to find how they
can decrease that time.

B) Data Preprocessing

All the data, which is collected to analyse, is collected in raw form. That data must be cleaned,
filtered, and normalised in required form before for it to be usable. First the raw datasets are
cleaned by deleting any outliers or correcting any incorrect data points. Then a process called
data synchronisation is carried out, which is the integration of different types of time-stamped
data. Data from different sources like sensors, weather reports, track data are integrated
together. Then this data is normalised which simplifies the comparison of different datasets
and helps in easy analysis of data across multiple variables. Then that data can be used, ensuring
its standard of quality, applicability and coherence.

C) Data Conversion

Data conversion techniques seek to perfect the data for analysis and modelling. Generally, there
are three primary steps which are needed for this:
1. Feature engineering: With the help of multiple type of data's, new type of features are
constructed. Like by the data of G-forces, braking, track conditions and temperature, team can
determine the amount of tyre ware that is expected on a particular circuit on a particular day.
2. Dimensionality Reduction 7: It reduces the number of features but preserving required data.
Computational complexity and model performance, both are increased by reducing
dimensionality and methods like PCA and selection of features can be applied.
3. Data Segmentation: Data segmentations helps in understanding the data for different
instances in a race, be it a certain corner, or a patch of a track. For example, a team can track
down how much fuel is consumed or rate of tyre wear on a particular corner or section of track
and according to that they can decide the tactic for that particular section.

D) Analysing and Visualizing Data

Once the pre-processing and conversion of raw data is completed in the required form, the data
is ready for analysis or visualisation.
1. Exploratory Data Analysis: Different types of data condensation and visualisation
techniques are used to find trends, patterns, relations between variables. This initial
investigation helps in yielding some interesting new facts that can guide future studies.
2. Statistical Modelling: Different methods of statistical visualisation like time series analytics
or regression are used to draw conclusions for the given dataset. These models are
comparatively easy to understand as it converts numerical data in graphical form and helps in
better decision making.
3. Machine Learning: ML helps is breaking down complex data patterns in simple form, where
traditional data analysis methods would fail.

POST BIG DATA ERA

A) Finances:
The success and competitiveness of a team working in Formula 1 largely depends on the
availability of financial plans. Detailed data analytics of financial information is applied by
teams to assess the trends and patterns in labour, logistics or automobile development among
other critical areas. This analytical approach encourages resource utilization efficiency by
functioning as a guide in identifying potential areas for cost reduction. In sponsorship
management, the ROI is an important metric which big data plays a vital role. Teams do
research based on the analytics to estimate how sponsorship influence profitability, relation
with fans and brand reputation using online data by monitoring offline services. Moreover, past
data on success in sponsorship is very useful during negotiations. Applying this knowledge,
teams can provide evidence of their value to sponsors and so improve terms as well as having
a stronger financial base in the extremely competitive Formula 1 market
Concerning budget allocation, F1 teams gather and analyse data for spending trends and
patterns. Under this are the costs of labour, logistics, automotive development as well as
operating expenses. Technology for data analytics aids in identifying possible cost-saving
zones. To achieve better distribution of resources the use of big data is employed by teams.

7Dimensionality Reduction: A technique to reduce the number of features in a dataset while preserving
relevant information. Methods like feature selection or Principal Component Analysis (PCA) are employed to
improve computational efficiency and model performance.
This involves measuring the performance of investments in different sectors and readjusting
budgets such that return on investment is maximised. ROI analysis is very important for
sponsorship management. With the help of big data analytics, teams analyse how sponsorships
influence overall success financially fan engagement and brand awareness. All calculations for
the return on investment of any sponsorship agreement would require monitoring online and
offline information. During these negotiations, teams may use historical information on past
sponsorship success as an advantage to prove how valuable they are and get more favourable
terms.

B) Operations:
In the high-speed world of Formula 1, a symphony of data synchronises every race car’s
efficiency. In testing and during races telemetry data – real-time information captured by
sensors built into the cars regarding aerodynamics, tire health, engine power output etc.
provides a complete picture of critical factors This data allows to make changes in the car’s
performance on an instant basis. Big data fuels the creation of sophisticated simulations that
replicate different race cases away from track. This allows teams to predict the impacts of
various car configurations, weather conditions and strategic decisions before even engaging in
a race. Historical data around race results help teams to learn a lot as it tells them about the
efficacy of past strategies, track conditions and performances in terms of competition.
Every race car in the Formula 1 is orchestrated by a symphony of data to suit its efficiency.
The telemetry data, transmitted in real time by various sensors integrated with the cars performs
informative monitoring of key parameters such as engine operation; tyre condition and
aerodynamics during testing. This information makes real-time changes possible in terms of
car performance. Complex models that look at various off-track racing scenarios are driven by
big data power. It forms the prediction platforms where before racing teams can predict likely
car combinations, weather conditions and tactical decisions. Thanks to history race data, teams
are able not only to get a lot of information that helps scrutinizing the efficiency of strategy in
matters at competition results and the current situation on tracks.
Vehicles are something that telemetry data has an important role as regards to efficiency. In
testing and competitions, the Formula 1 cars have numerous sensors that are responsible for
real-time telemetry available during such exercises. Datum that is also included are aero, tire
attributes, engine abilities among others. This data allows teams to make changes to the car’s
performance in a real-time facilitating quick action on detected problems. Such complex
simulations do not simulate a single race scenario but various race scenarios through the help
of big data. Teams can simulate different car set-ups and behaviours in the simulator, even
before the first race; this ranges from varied weather situations to high performance tactics.
Race data management technologies like deploying historical race records and real time
analysis techniques are a few optimization tools adopted by teams to gain competitive
advantage compared to competitors. The teams use the previous race records to study how race
competitors speed and on which tracks their skills are better suited, what fitness conditions a
racetrack offers. Knowledge, which you can be guaranteed of due to the use of this method
includes the fact that people will make informed decisions in all racing events and also come
with best race strategy. Live data is implemented when teams need to react differently in the
races. For example, they will determine the most appropriate time to make a tire change or do
strategy adjustments while considering alternative fuelling plans based on the state of
competition. All kinds of vehicles are mounted with sensor, which measure the performance
of diverse parts. Such analysis is carried out via Big Data analytics which looks for signs of
mechanical malfunctions. As a result, race teams can prevent serious problems during races
and carry out work which prevents failures. Thanks to qualified supervision regarding the
condition of the vehicle, teams significantly can restore irregularities and deviations from the
standard rule points. A proactive approach reduces the likelihood of failure by unexpected
outcomes.
In the recent times, Red Bull team has emerged as a major player in F1 scene on an international
level. They have heavily invested in data analytics and partnered with Oracle8- a cloud-based
data analytics provider, which played a crucial role in their 2022 championship victory. They
have consistently recorded the fastest lap in 14 out of 22 races, proving effectiveness of their
data driven race setup adjustments and aerodynamic modifications. During race, with the help
of real time data analytics, they attempted twice as many overtakes compared to other teams
which resulted in more aggressive race strategies and victories. Using data analytics in pit stops
scenarios, they managed to reduce the wastage of time, averaging 2.43 seconds for each pit
stop far faster from second fastest team which clocked 2.56 seconds on an average. They had
the ability to push tire usage further with their data-informed fuel allocation and prediction on
how tires will wear. These enabled them longer stints that provided opportunity for timing
window pits as seen in the British GP victory (Moorhead P., 2021).

C) Marketing:
Big data acts as a catalyst to create immersive and tailored fan engagements in the ever-
changing world of Formula 1 marketing. Teams can customise marketing activities to appeal
to audience segments by utilising data to get insights into fan demographics, behaviours, and
preferences. By enhancing the overall fan experience, this data-driven customisation helps
clubs, and their followers establish a stronger bond. F1 Insights powered by AWS transforms
the fan experience before, during, and after every race. Through unique data points that
underpin every insight in F1, fans are provided with an opportunity to understand how drivers
make instantaneous decisions and why race teams come up with strategies on the go whose
actions determine a winner or loser of any given race. To sum up a few of them, track history
and calculated driver speed will give a “Battle Forecast” 9 that predicts the number of laps in
which the chasing car crosses over ‘striking distance’ from the front. The “Pit Strategy Battle”
graph allows the fans to have one more look into how the performance of each driver’s strategy
can be evaluated in real time. Fans will see how slight strategy changes influence the results
(AWS, n.d.).
"Drive to Survive" boosted F1's popularity by utilizing big data in two major ways. First, it
discovered and emphasized pre-existing rivalries and personalities - data helped identify
drivers and teams with intrinsic drama, such as Verstappen's fiery competitiveness or Haas'

8 Oracle Corporation is an American multinational computer technology company headquartered in Austin,

Texas, United States. In 2020, Oracle was the third-largest software company in the world by revenue and
market capitalization. The company sells database software and cloud computing. (source:
https://en.wikipedia.org/wiki/Oracle_Corporation)
9 Battle Forecast: refers to a predictive analysis that estimates the laps in which a chasing car is likely to reach a

striking distance from the front car. This insight, facilitated by data analytics, adds an element of anticipation
for fans.
underdog attitude. This humanized the sport, attracting non-fans with relatable stories beyond
the technical language. Second, big data influenced the show's editing, resulting in a
captivating, Netflix-worthy storyline. Analysing moments proved to be the most hype on a
public sphere that made producers pay attention to spectacular incidents, strategic skirmishes,
and behind-the-scenes battle reflections. This fact-based story was highly compelling and
created an engaging “reality show” that appealed beyond the intended target audience of race
enthusiasts. In this way, television series “Drive to Survive” uses big data not only as a means
of understanding the fans but also as a tool for manipulating their emotions. Thus, it is thanks
to such approach to leveraging pre-existing material and deliberately using it in order to build
emotionally charged story that broadcasting Formula One has transformed into must-see shows
rather than sports available only.
Furthermore, teams’ use of data to find fans who bring high value also helps developing more
and more tailored promotional offers. This calculated method ensures that promotional efforts
will be targeted actions to the most likely users, for raising fan loyalty. One of the wealth's that
Formula 1 teams can find on social media is a real-time data mine. With this kind of sentiment
analysis that is enabled by big data analytics, teams can keep a tab on what people are
mentioning in social media and gauge the fans emotions of fan base to determine their mood.
This multidimensional understanding empowers the teams to adjust their strategies of
communication in real time by responding to changes negotiated among fan actions and
challenges during races. By using big data and analytics, marketing tactics are adopted by
Formula 1 that means the sport has real human interaction with fans thereby steeping away
from spectating as a normal activity.
In using big data, teams can learn a lot about the fans, their demographics as well as behaviour
that they desire. Under such logic, marketing practices can be tailored more specifically, the
content further evolves into beneficial segments of a fan base. Data allows teams to more
effectively target promotions or ads towards high-value fan base segments. This increases the
probability of fan loyalty and enhances the overall experience as a fan. Social media sites are
tracked using big data analytics to identify mentions about teams, drivers and sports. Sentiment
analysis allows altering the communication strategy of teams in response to different fan
reactions that occur throughout a season. The social media sites generate a lot of real-time data.
During races, teams utilize analytics to engage with fans by sending messages when needed
and also socializing online.

D) Human Resources:

In Formula 1’s HR department, big data serves two purposes- improving the athletic side and
helping teamwork to run well. Wearable technology10 collects biometric data, such as heart
rate and fluid levels by employing big data that generates personalised training plans for team
members and drivers. It boosts performance while also enhancing the well-being of individuals.
Big data is also required for injury prevention because it can detect fatigue and stress signs in
members of the team, thus preventing injuries before they occur. Heart rate, hydration levels
and other health indicators are the biomarker drivers for which team members can measure by
wearing devices. The use of big data analytics to evaluate the physical state helps in

10Wearable technology refers to devices worn by individuals, such as fitness trackers or smartwatches. In
Formula 1's HR department, wearable technology collects biometric data, enabling the creation of
personalized training plans for team members and drivers.
personalising training plans so as to increase well-being and performance. Physical and
performance data can make teams understand signs of fatigue or stress that might lead to
injuries. In a proactive approach towards health management, team members are shielded from
injuries and kept in top condition.
Data-driven communication tools for teamwork ensure effective collaborations whether the
members are at headquarters or on a racetrack. Additionally, data-driven project management
ensures the effective use of resource allocation, assignment and work tracking that surface
Formula 1’s commitment to its group dynamic as well as good individual performance. Big
data enables the people involved to communicate and work together whether they are at
headquarters or the racetrack. Communication platforms merge information from several
sources to allow teamwork and choice. To delegate tasks, allocate resources and track progress
teams rely on data-based project management solutions. It ensures that all the parties are on
board and things like designing cars or preparing for races run smoothly.

E) Business Impacts

Formula One (F1) is the pinnacle of motorsport and is also at the forefront of data analytics.
F1 teams generate massive amounts of data from their cars, which they use to optimise
performance and make strategic decisions. This data-driven approach has significantly
impacted the business of F1 in terms of revenue and cost savings.
According to an earnings report released by Liberty Media (FWONK), the owner of Formula
1, record attendance and increased global viewership drove the sport's $2.57 billion in revenue
in 2022. According to the Sports Business Journal, F1 and ESPN extended their contract in
June 2022, with F1 paying $75–90 million annually for U.S. media rights. The deal was
extended through 2025. With the announcement in June 2023 of a $218 million deal involving
celebrity investors Ryan Reynolds, Rob Mcelhenney, and Michael B. Jordan, the popularity of
the sport may soar even further.
Funding for teams is determined by how well they perform each season. Nonetheless, F1
introduced budget caps11 in 2021 to level the playing field and restrict team spending because
teams with larger budgets have historically outperformed and eliminated teams with smaller
budgets. When the rule was first announced in 2021, the spending cap was $145 million; in
2023, it is set at $135 million. Historically, Red Bull, Mercedes, and Ferrari have had the
biggest budgets among the teams. Alfa Romeo, Alpine, Alpha Tauri, Aston Martin, Ferrari,
Haas, McLaren, Mercedes, Red Bull, and Williams are the 2023 Formula One teams in
competition. Automobile manufacturers sponsor F1 teams and provide financial support. For
instance, Daimler, the parent company of Mercedes, invested $80 million in the team to support
them in the Constructors Championship in 2019. Six Automobile manufacturers use Formula
One as a promotional tool, thinking that winning teams will increase public interest in their
vehicles. Nonetheless, the main source of revenue for Formula One teams is sponsorships.
Ferrari received an 11.8% share of the $17.8 billion that F1 sponsors paid between 2010 and
2018.

11Budget caps refer to restrictions imposed on the amount of money Formula 1 teams can spend during a
season. Introduced in 2021, these caps aim to level the playing field and control team spending, impacting the
competitiveness of teams with varying budgets
 F) Social Impacts
The positive social impact of Formula 1 extends far beyond its reputation as a purely sporting
event. The sport's influence is felt globally, from technology developments that improve
everyday life to economic stimulus, education, environmental initiatives, and social outreach.
As Formula 1 evolves, its commitment to innovation, sustainability, and social responsibility
solidifies its role as a positive change catalyst, leaving a legacy beyond the bounds of the
racetrack.
The constant pursuit of technological development is at the heart of Formula One. In this area
of the sport, diversity and nurturance for new ideas are abundant, as engineering, materials
science and aerodynamics experiment past their existing limits. Daily applications of F1
technologies from car safety systems to medical innovations include the ones that talk about
their use. Continuous aim for going faster has led to breakthroughs in carbon fibre composites,
sleek aerodynamics and hybrid power trains. These advancements make road vehicles safer,
more fuel-efficient, and ecologically friendly. The economic significance of Formula 1 cannot
be understated. This sport has an annual revenue of billions and supports thousands of jobs
globally. The impact of Grand Prix races is felt in the host towns as they attract tourists and
businesses which help local economies while encouraging other industries such as hospitality,
transport and entertainment. Apart from money donations, Formula1 helps promote
infrastructure investment in host countries enabling urban development and improving tourism
facilities.
Formula 1 does not only influence the racecourse but also inspires a future generation. The
sport boosts curiosity in science, technology, engineering and mathematics (STEM) 12 fields.
Programmes like F1 in Schools invite students from around the world by requiring them to
build miniature F1 cars and fostering teamwork, creativity, and problem-solving. In addition,
the sport supports continuous learning and skill development of engineer's mechanics among
others. F1 is such a problematic industry that people have to constantly adjust, and this helps
create a reservoir of highly qualified talent. Formula 1 has taken measures to become
sustainable in recent years. By making the recovery, its sport’s environmental impact, it has
moved great distances in terms of reducing carbon emissions and creating conservationist
practices. The level of environmental consciousness and responsibility in F1 is substantiated
through the hybrid power units, fuel consumption limits and programs such as the carbon
offsetting programme. Moreover, F1 gives an opportunity to propagate sustainability and
awareness of the environment at the global platform of attention millions within whom united
in conversation about contingent re-generating technologies. While the Formula 1 outreach
projects are created with the goal of making the sport more inclusive and diverse, it extends
beyond this aspect. When mentioning campaigns such as #WeRaceAsOne, they become a
perfect example of how F1 works through difficult societal issues like diversity and
discrimination. The game aims to encourage broadening team diversity by favouring
participation from disregarded communities. Formula 1 is also a friend of the charitable
activities and helps a number of different such organizations around the world. The game uses

12STEM Education Initiatives: Reference to STEM education initiatives like F1 in Schools, which engages
students globally by involving them in building miniature F1 cars, fostering teamwork, creativity, and problem-
solving skills.
it as a channel to make a good impact by holding fund drives, conducting awareness campaigns,
or collaborating with philanthropic groups.

WHAT’S NEXT?
Will the future of Formula One be autonomous? While the excitement of human piloting
remains paramount, big data could pave the path for driverless practice sessions and even
testing situations. Consider AI-powered cars pushing the limits of track performance, collecting
and analyzing data that human drivers cannot access. This has the potential to change
automotive development and introduce a fascinating new layer of competition between
algorithms and engineers. (Pryson, M. (2022))
Big data is eroding the distinction between driver and fan. Consider tailored race experiences
based on your specific viewing patterns and real-time data. Get live, AI-generated commentary
suited to your favorite drivers or betting strategy based on pre-race simulations. Social media
platforms linked with race broadcasts have the potential to create interactive fan zones in which
shouts and jeers directly touch the virtual pit wall, giving a whole new dimension to the
spectator experience.
F1's drive for speed is not restricted to the racetrack. Big data is playing an important role in
the development of sustainable technologies such as biofuels, regenerative braking systems,
and even aerodynamic optimization to cut emissions. Consider races powered by algae-derived
fuel, or pit stops that produce energy rather than consume it. Big data has the potential to not
only make Formula One more environmentally friendly, but also to serve as a testing ground
for long-term ideas that benefit the whole automotive sector. (Writer, S. (2023))
The popularity of virtual racing and eSports is apparent. Big data has the potential to bridge
the real and virtual worlds, resulting in hybrid experiences in which real-time F1 data feeds
into immersive simulations. Imagine competing against your favorite drivers in a virtual
Monaco, using the same data as they do in the real race. This might not only broaden F1's
appeal to a new generation of spectators, but also give crucial practice data for current drivers.
These are only a few options; the future of Formula One is as unpredictable as the next curve.
However, one thing is certain: big data is no longer just a pit lane tool; it's the fuel that will
power F1 to new heights of speed, spectacle, and sustainability in the years ahead.
Exhibits
Exhibit 1: Annual financials of F1 from year 2009 to 2020

Source: FIA Activity Report 2021

Exhibit 2: Machine learning flowchart with AWS

Source: AWS website

Exhibit 3: Battle Forecast Graphic

Source: AWS F1 insights

 Exhibit 4: Pit Strategy Battle Graphic

Source: TVB Europe

Exhibit 5: F1 viewership trend for the past decade

Source: Sports media watch

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