Promising Practices Promising PracticesPromising Practices
A forum for government's best ideas and most innovative leaders.

How to Run an Effective Staff Like a Tour de France Team

Cyclists compete in the 2013 Tour de France in July. Cyclists compete in the 2013 Tour de France in July. Christophe Ena/AP

The best time of summer is about to start in 4 days: the 100th edition of the Tour de France (TdF)! Time for an operations view behind the screens of the first and only Australian world-tour team: Orica GreenEdge. As a starter, here’s just a beautiful example of visual project management: 

This is the master spreadsheet which sits outside of the admin offices. It shows the schedule of every event, every staff member, every team vehicle. Susan Stewart (David McKenzie’s wife) is the Logistics Manager and obviously very handy with Excel.

Before getting into team management, consider team strategy:

Those unacquainted with the sport may wonder why one would need a team in cycling: isn’t it just riding your bike? There are two key reasons to have 9 riders work for the same goal in road racing:

1) the physics of pushing bike and body into the wind are such that the second rider, tucked behind the wheel of the first rider, saves easily 30 to 40% of power while riding at the same speed. Hence, the team has a hierarchy: the “domestiques” are paid to ride their heart out in the wind, sacrificing their own chances to win to shelter their team general-classification (GC) leader and deposit him (reasonably) fresh near the bottom of the final climb or the team sprinter less than 1km from the finish. No Yellow Jersey could have won the TdF without their team.

2) the team may have different, and sometimes, multiple goals: some teams, like the British team Sky, may have the singular goal of having their team leader (Chris Froome) win the Tour; i.e., complete the 3 weeks in the cumulative shortest time = winning the general classification. Froome is surrounded by 8 (super-)domestiques to help him through the flat and the mountain stages. Other teams, like the Belgian OmegaPharma-QuickStep, may go only for stage wins with their sprinter Mark Cavendish. And then there are teams, like the Belgian Lotto-Belisol, that pursue two goals: go for some stage wins on the flats or the rolling hill stages with their sprinter Andre Greipel or a classics rider, and go for the overall win or podium with their GC rider Jurgen Van Den Broeck. That means that the team domestiques will be divided in their tasks. All else being equal, strategy is easier to execute with a singular goal.

What are the back office processes to execute this strategy? The operations management behind a world-tour team which is about complexity management of custom needs: These top teams often compete in two to three races simultaneously, almost always in different countries and sometimes on different continents. Teams have about 25 to 35 riders, each coming from different parts of the world, going to different races at different times, endowed with their own physique and particular strengths. They have customized bikes (different bikes for different disciplines like a time trial, a one-day classics race on the cobbles in Flanders, or a mountain stage), uniforms (“kits”), and food preferences. In addition to the riders, there is a set of capital equipment (buses, trucks, cars, all with their contents) and staff (30+ people) to be planned and coordinated.

Given that all top-level cycling races (including the three “grand tours” of France, Spain, and Italy, and the 5 one-day classic races–the “monuments” of Milan – San Remo (Italy), Tour of Flanders (Belgium), Paris–Roubaix (France), Liège–Bastogne–Liège (Belgium), Giro di Lombardia (Italy)) are still is the old world, world tour teams have their “base camp” (“service course”) somewhere in Europe, comprised of administrative offices and a warehouse. The Aussies chose Northern Italy:

The manager of the service course, Jacopo Scampin, told us that Varese isn’t the nicest place in Italy (but we thought it was pretty beautiful), but from a logisitcs point of view it works very well with the Milan Airport (Malpensa) being only 20 mintues away and the Swiss and French borders being close by.

For some interesting eye candy, take a look at

Close [ x ] More from GovExec

Thank you for subscribing to newsletters from
We think these reports might interest you:

  • Sponsored by Brocade

    Best of 2016 Federal Forum eBook

    Earlier this summer, Federal and tech industry leaders convened to talk security, machine learning, network modernization, DevOps, and much more at the 2016 Federal Forum. This eBook includes a useful summary highlighting the best content shared at the 2016 Federal Forum to help agencies modernize their network infrastructure.

  • Sponsored by CDW-G

    GBC Flash Poll Series: Merger & Acquisitions

    Download this GBC Flash Poll to learn more about federal perspectives on the impact of industry consolidation.

  • Sponsored by One Identity

    One Nation Under Guard: Securing User Identities Across State and Local Government

    In 2016, the government can expect even more sophisticated threats on the horizon, making it all the more imperative that agencies enforce proper identity and access management (IAM) practices. In order to better measure the current state of IAM at the state and local level, Government Business Council (GBC) conducted an in-depth research study of state and local employees.

  • Sponsored by Aquilent

    The Next Federal Evolution of Cloud

    This GBC report explains the evolution of cloud computing in federal government, and provides an outlook for the future of the cloud in government IT.

  • Sponsored by Aquilent

    A DevOps Roadmap for the Federal Government

    This GBC Report discusses how DevOps is steadily gaining traction among some of government's leading IT developers and agencies.

  • Sponsored by LTC Partners, administrators of the Federal Long Term Care Insurance Program

    Approaching the Brink of Federal Retirement

    Approximately 10,000 baby boomers are reaching retirement age per day, and a growing number of federal employees are preparing themselves for the next chapter of their lives. Learn how to tackle the challenges that today's workforce faces in laying the groundwork for a smooth and secure retirement.

  • Sponsored by Hewlett Packard Enterprise

    Cyber Defense 101: Arming the Next Generation of Government Employees

    Read this issue brief to learn about the sector's most potent challenges in the new cyber landscape and how government organizations are building a robust, threat-aware infrastructure

  • Sponsored by Aquilent

    GBC Issue Brief: Cultivating Digital Services in the Federal Landscape

    Read this GBC issue brief to learn more about the current state of digital services in the government, and how key players are pushing enhancements towards a user-centric approach.

  • Sponsored by CDW-G

    Joint Enterprise Licensing Agreements

    Read this eBook to learn how defense agencies can achieve savings and efficiencies with an Enterprise Software Agreement.

  • Sponsored by Cloudera

    Government Forum Content Library

    Get all the essential resources needed for effective technology strategies in the federal landscape.


When you download a report, your information may be shared with the underwriters of that document.