Lando Norris and McLaren’s 2026 F1 Challenge: A Counterattack Strategy
Andrea Stella, McLaren’s Team Principal, has openly acknowledged that the team will embark on a “counterattack” this season, with Mercedes, their engine supplier, currently favored for 2026. This admission raises a crucial question: why are the reigning Constructors’ champions, the team that propelled Lando Norris to his first Formula 1 race win, seemingly on the defensive?
Recent insights from Hywel Thomas, Managing Director at Mercedes AMG High Performance Powertrains (HPP), shed light on the advantages of being a “works” team – like Mercedes – versus a “customer” team – like McLaren – especially as new regulations come into effect. While McLaren impressively finished 364 points ahead of Mercedes last season and outperformed them in 2024, Stella anticipates a period of catching up, at least initially.
“The usual suspects – Ferrari, McLaren, Mercedes and Red Bull – are a step ahead of the competition,” Stella observed following Bahrain testing. “Within this leading group, we believe that Ferrari and Mercedes are a step ahead, although quantifying the gap remains difficult. We’ll have a clearer picture after Melbourne.”
The Works Team Advantage
Stella emphasizes the need for McLaren to work diligently to close the gap, describing the initial phase of the season as a “defensive” approach, focused on exploiting opportunities for a counterattack. The core difference lies in the structure of the teams. Mercedes operates as a works team, designing and building both their chassis and engine in-house, while also supplying components to teams like McLaren, Williams, and Alpine. These latter teams are considered customer teams, relying on purchased components.
Under FIA regulations, Mercedes must provide identical engines to all teams. However, the advantage for a works team, particularly during a period of significant regulation changes, stems from the design process. They possess greater agility in adapting to new chassis, engine, and sustainable fuel requirements.
“As a works team, with our facilities just 45 minutes apart [between HPP in Brixworth and the F1 factory in Brackley], there’s a more seamless connection between engineering groups and organizational hierarchies,” explains Thomas. “This naturally provides a benefit and a competitive edge. While chassis teams generally agree with the power unit specifications, the works team ultimately dictates the direction when disagreements arise.”
Innovation and Secrecy at Mercedes
The conversation with Thomas occurred before the emergence of the compression ratio saga, a loophole discovered by Mercedes in the power unit regulations. It’s believed that details were inadvertently leaked by former employees who joined Red Bull. Thomas’s response highlights the importance of continuous innovation: “Our only defense against leakage and personnel departures is to relentlessly push forward, ensuring we’re always developing the next innovation while others are still working on the previous one.”
Mercedes prioritizes secrecy, operating with limited external engagement. “We don’t have sponsors to impress, and we don’t offer tours. The sole purpose of visits here is to enhance our power unit’s performance – therefore, we maintain a highly confidential environment,” Thomas states.
The Challenge of Comparison and the Cost Cap
Thomas acknowledges the difficulty of accurately assessing performance relative to competitors during the development phase, deeming it a “mug’s game” that distracts from the ultimate goal. Despite the prevailing opinion, Mercedes is hesitant to declare themselves favorites, recognizing the unique challenges posed by the cost cap. This regulation limits spending, potentially diminishing the advantage of works teams and shortening its duration.
Looking ahead to the first Grand Prix weekend in Australia, Thomas emphasizes the importance of qualifying: “The real test begins in Melbourne qualifying. Until then, fuel loads and sandbagging strategies obscure the true picture. That’s when everyone will reveal their full potential.” He concludes with a pragmatic outlook: “It’s a relative game. We might believe we’ve done a fantastic job, only to find others have surpassed us. Conversely, we might feel we’ve barely managed, but if everyone else is in a worse state, we could emerge as the heroes.”
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