Enzo Ferrari - The man who created the legend Part 3 of 4:

Image source: Enzo Ferrari on the left. By Unknown author - Carlo Canzano (November 12, 2016). "Spazio che ho 80 anni". SportWeek (43 [807]): 65 Milan, Italy: La Gazzetta dello Sport, Public Domain, https://commons.wikimedia.org/w/index.php?curid=53462376

Chapter 7: The man behind the myth - Enzo's final years

In the last decades of his life, Enzo Ferrari transformed himself from a driven man to a guardian. The man who once stood in the pit lane himself, sketching cars and casting drivers, gradually withdrew from day-to-day operations - at least apparently. Anyone who thought Enzo would relinquish control underestimated him enormously. In fact, his presence only became more subtle in the 1970s and 1980s, not less. Ferrari became a phantom - omnipresent, but rarely visible. And yet: every decision continued to bear his stamp.

This phase of retirement was not only due to his age. It was an expression of a more profound change: Ferrari became a global brand that produced race winners, inspired fashion and fascinated collectors. But all this grew on the foundation of a man who became more than ever the symbol of his company. During this time, the Ferrari myth finally began to develop from a mere car manufacturer into the Ferrari idea - with Enzo as a living monument at its center.

A life in the shadow of your own legend

Enzo's public appearance changed as he got older. His legendary sunglasses became larger and larger, his gaze more distant, his words more deliberate. He only appeared rarely - mostly when visiting journalist friends, in black and white interviews or looking out of the window of his office in Maranello.

Yet Enzo Ferrari was never the type for the big stage. He hated award ceremonies, avoided society receptions and rarely appeared at international events. But in recent years, his reticence became a deliberate staging of his absence. It fed the myth - and created space for speculation, legends and hero worship.

A silent observer with sharp eyes

Anyone who thought Enzo had grown old and retired was mistaking silence for weakness. Even in old age, he read dossiers, race reports and technical sketches every day. He had conversations with engineers - sometimes only through brief notes on notepads or via his right hand. But when he spoke, every word carried weight.

He knew what was going on in each team. Who was performing what. Who doubted. Who was whispering. His employees - even at the top - described contact with him as electrifying. Even younger generations, who hardly knew him personally, felt his presence everywhere: in the factory hall, in the engine department, in the design office. It was as if his shadow was reading along, thinking along, steering along.

The last generation of its drivers

In the 1970s and 1980s, other names shaped the Ferrari: Clay Regazzoni, Niki Lauda, Gilles Villeneuve, Didier Pironi. But for Enzo, each of them was more than just an employee. They were the faces of his idea - and at the same time potential traitors if they didn't work out.

He had respect for Lauda and almost paternal affection for Villeneuve. But even this closeness was always embedded in a strict system of testing, challenge and distance. Enzo tested everyone - not only on the track, but also in terms of loyalty and character.

Villeneuve's death in 1982 affected him deeply. Many say it was the last moment in which Enzo Ferrari was truly seen to be broken. He rarely spoke about Gilles afterwards - but when he did, it was in the way one speaks about a lost son.

A man who knew when it was time to stay

Enzo Ferrari was not the type to retire. Although the world around him changed, Ferrari was linked to the Fiat Group and new managers took over their roles, he remained at the center - advising, observing, judging.

The company structure was modernized. Processes professionalized. But nothing happened without looking to Maranello. He was no longer the active leader - but he was still the cultural backbone, the benchmark, the myth in flesh and blood.

Death and the legacy

Enzo Ferrari died in Modena on August 14, 1988, at the age of 90. His death was not made public at first - at his request. The news was not made public until two days later. No pomp, no television pictures, no public ceremony. Just as he had lived: discreet, stylish, unapproachable.

But the world paused. For a moment, the engines fell silent. Newspapers around the world dedicated obituaries to him, Formula 1 teams drove with mourning ribbons. Even competitors paid their respects. Because regardless of the brand, Enzo Ferrari wasa figure who had shaped the automotive world like no other.

The man behind the machine

In his final years, Enzo Ferrari became a symbolic figure more than ever - a living bridge between the past, present and future. He spoke little, but he made a big impact. He was old, but his brand was young. And although he retired, he remained the center of a universe that revolved around him.

Enzo Ferrari did not simply die as the founder of a company. He died as the creator of a myth that lives on around the world to this day. And the man behind this myth - despite all the research, quotes and anecdotes - remains a mystery to this day. An enigma. A Ferrari.

7.1 The 1970s: Retreat without letting go

The 1970s marked a special phase in Enzo Ferrari's life. They are regarded as the decade in which the founder officially withdrew step by step from the operational management of his empire - but in reality, he continued to set the pace invisibly in the background. While the world changed, the motorsport scene became more global and political and Ferrari took on new structures as a company, Enzo Ferrari continued to sit at his desk in Maranello - as the guardian of an idea, as the final authority, as a legend on two legs.

Formal handovers - informal power

In 1971, Enzo Ferrari formally stepped down from operational management. He transferred responsibility for day-to-day operations to a new, more modern management structure - including technical directors and a board of directors. The Fiat Group had already acquired 50% of Ferrari in 1969 and pushed for a professionalization of the company, particularly with regard to production processes, finances and export strategy.

But anyone who thought Ferrari was going to sit back and let others take the wheel was very much mistaken. The handover was tactical, not emotional. Enzo kept the last word on the things that were really important to him: Motorsport, design decisions, driver contracts - and the entire appearance of the brand. Almost nothing was decided without his office being consulted.

"I have handed over the duty. Not the responsibility."
- Enzo Ferrari

An office with access

His office in Maranello became a quiet control center in the 1970s. Visitors report how everyone who was anyone had to appear there at some point - from young designers to Formula 1 drivers. The rules were clear: you only spoke if you were asked. Conversations were short, intense and never casual. Anyone who didn't have a clear stance was ignored. Anyone who exaggerated was sorted out.

Ferrari was not a control freak when it came to operational details - but he was obsessed with direction. His comments often came in the form of short sentences, questions or comments - but everyone in the company knew that a nod of the head from Ferrari could get a project going. A frown could end it.

A new era of Formula 1

Parallel to the structural change, a new era developed in Formula 1 - technically, medially and politically. The 1970s brought radical innovations: Slick tires, aerodynamics, sponsorship deals and an increasingly global format. The sport became louder, more colorful - and more dangerous.

Ferrari was under great pressure during this time. After the brand had not been consistently victorious in the 1960s, fans and the media now expected a resurgence. The signing of Niki Lauda in 1974 marked the beginning of this renaissance. Under the technical direction of Mauro Forghieri, the team developed the legendary Ferrari 312T, with which Lauda won the world championship title in 1975 - Ferrari's first constructors' title in over ten years.

Although Enzo no longer appeared in person in the pit lane, his presence was palpable. Lauda himself emphasized that every important decision about his contract, his technique or his racing strategy was ultimately approved by Ferrari itself - often in concise but precise conversations. Enzo had the ability to recognize the crucial points of a problem in just a few minutes - and to decide.

A silent force through the ages

The world around Ferrari was changing. Economic uncertainty, the oil crisis, new safety standards, increasing bureaucracy - all this challenged companies to modernize. For Ferrari , this was an internal conflict: the brand was deeply rooted in Italian craftsmanship, but it now had to think internationally and industrially.

Ferrari himself tolerated this change - but always with skepticism. The advancing technologization, especially in production, often made him nostalgic. Where hammers and files once ruled, CAD drawings, test laboratories and logistics chains now dominated. For Enzo, this was unavoidable - but not desirable.

He continued to hold on to old virtues: human talent, experience, intuition. Machines were tools to him, not oracles. And he viewed modern management methods with detachment. In his heart, he remained a man of iron and oil - not charts and KPIs.

The Ferrari of the 1970s

Enzo Ferrari's signature was also still visible in the road vehicles. Models such as the Ferrari 365 GTB/4 "Daytona", the 308 GTB or the elegant Ferrari 400 were created under his aegis - albeit no longer with direct involvement in every technical specification.

However, important decisions - such as design partnerships with Pininfarina, fundamental technical issues or the rejection of a four-cylinder engine - were still passed across his desk. He maintained the claim that every Ferrari - whether for the road or the racetrack - had to have a soul.

The 1970s were also the time when Ferrari began to position its models more strongly as luxury goods. The customer became more selective, deliveries more personalized, prices higher. It was not a mass brand - it was a ticket to a legend.

Public? Only under your own control

Enzo Ferrari rarely appeared in public in the 1970s. He rarely gave interviews, avoided press conferences and did not appear at official FIA events. And when he did, it was always in a controlled manner - with sunglasses, a black suit and a brief commentary.

This deliberate distance was part of his strategy: what you don't see in full remains fascinating. Ferrari staged himself as a myth - and the world played along. Newspapers called him "the last of the titans", "the dictator in dark gray" or simply "the dragon of Maranello". Enzo read these articles - and smiled. Because he knew that talking about him would strengthen the myth.

Retreat? Yes. But never abandonment.

The 1970s were not a period of weakness for Enzo Ferrari , but a phase of maturation and reduction. He spoke less, appeared less frequently - and yet he shaped every important development of his company. He allowed change when it was unavoidable. But he made sure that the soul of the company was not diluted.

Enzo Ferrari had retired - but not let go. He became the living authority, the moral and cultural center of a company that had long been bigger than himself. And yet, as long as he lived, no Ferrari was a Ferrari without his blessing.

7.2 The death of Dino and its long echo

Image source: Dino Ferrari (left) and Enzo Ferrari (right) in 1947 By Unknown photographer - [1], Public Domain, https://commons.wikimedia.org/w/index.php?curid=112161110

There are many dramatic chapters in the history of Enzo Ferrari : legendary races, technical masterpieces, tragic accidents. But no event left such a deep mark on him as the death of his son Alfredo "Dino" Ferrari. For the man who was regarded as an unapproachable patriarch, this loss was an emotional earthquake - and its echoes reverberated through the decades of his life and throughout the entire company.

Dino's death on June 30, 1956 was more than just a personal drama. It became a turning point in Ferrari's inner life, the silent driving force behind many of its later decisions - and the source of a myth that charged the Ferrari company with emotion like no other moment in its history.

Dino Ferrari - The silent heir

Alfredo Ferrari, known as Dino, was born on January 19, 1932 - the only legitimate son of Enzo Ferrari and his wife Laura Dominica Garello. It became clear early on that Dino was not a strong boy. He was thin, sensitive and often sickly. But he was intelligent, polite and technically gifted. Enzo recognized in him an extraordinary talent, especially for mechanical engineering and engine concepts.

Dino became interested in engine technology at an early age. He studied mechanical engineering at the University of Bologna, later in Lausanne, and worked in engine development at Ferrari from 1954. He worked particularly intensively on the design of a small V6 engine - an almost heretical project Ferrari at the time, as Enzo was known to be an advocate of the V12 philosophy.

But Dino convinced his father. The V6 became a matter close to his heart - as if the young man suspected that he had little time to realize his vision.

A disease that could not be defeated

Dino showed the first symptoms of a degenerative disease as a teenager. Doctors later diagnosed him with Duchenne muscular dystrophy - a progressive, incurable disease in which the muscles progressively atrophy. In the 1950s, this diagnosis meant an inevitable, slow death.

The disease progressed relentlessly. Dino became weaker, lost weight, had difficulty walking and later breathing. Despite his physical decline, he continued to work on drawings, calculations and technical sketches until the end. In his final months, he held discussions with chief engineer Vittorio Jano - about the V6, about cooling issues, about optimizing performance.

Enzo was regularly by his side, often silent, sometimes helpless. He watched his son fade away - and could do nothing. For a man who was used to controlling everything, this was the ultimate powerlessness.

Image source: Enzo (left) and Dino Ferrari (right) in 1955, one year before Dino's death. By Unknown photographer - [1], Public Domain, https://commons.wikimedia.org/w/index.php?curid=97826411

The day something inside Enzo died

Dino died on June 30, 1956 at the age of just 24. The news shook the entire factory in Maranello. Employees described how Enzo was unresponsive for days after the death of his son. It was one of the rare moments when he cried - in public, without shame.

"The last piece of Enzo that was soft died with Dino."
- Franco Gozzi, long-time companion

From that moment on, Enzo Ferrari changed noticeably. He became even more withdrawn, more distant, almost cold. Friends reported that he never really laughed again. He wore his grief like a cloak - and rarely spoke about his son. When he did, it was in quiet words, with great precision - as if he didn't want to sugarcoat anything.

The dinosaur lives on - in metal and myth

But Enzo Ferrari had a special way of mourning: he turned loss into symbolism. A few years after Dino's death, Ferrari presented a new model: the Dino 206 S, later followed by the Dino 206 GT and 246 GT - the first production models with a mid-engine and the V6 that Dino had once co-designed.

The "Dino" brand became its own sub-label under the Ferrari. Enzo made a conscious decision not to write the name "Ferrari" on the vehicle - as a sign of humility, as a silent memorial to his son. The vehicles were considered to be the brand's most emotional models - elegant, light, active, but not aggressive. They had something fragile about them - just like their namesake.

The V6 engine, which Dino had helped to design, developed into a masterpiece - compact, powerful, flexible. It was later also used in Formula 2 cars and even in Formula 1 racing cars. Dino thus lived on not only as a name, but also in the DNA of the Ferrari brand.

Laura Ferrari - a woman on the edge

An often overlooked aspect of the family history is the role of Enzo's wife Laura Ferrari. Their relationship was strained throughout their lives. Laura was temperamental, suspicious, and often jealous - especially of Enzo's close ties to the company and later to their son.

After Dino's death, the relationship deteriorated further. Laura is said to have had several loud arguments with Enzo - both at work and in private. Some employees reported that she interfered uncontrollably in company matters and even looked through technical documents. Enzo increasingly kept her at a distance.

The death of her son also weighed heavily on her. But instead of coming together in shared grief, the couple grew apart. Enzo sought solace in the company - Laura in emotional detachment.

An internal rupture without healing

Dino's death became an emotional turning point in Enzo's life. From then on, he often spoke in interviews about transience, time and responsibility. He began to engage more with philosophical questions. But he hardly showed any real emotion.

He regularly visited his son's grave - usually alone, often late at night. Colleagues reported that Enzo sometimes simply drove off in his company car after work to sit undisturbed at the cemetery.

He never had his office redesigned after Dino's death. The desk remained the same, the chair in the same place. There was always a picture of Dino on his desk - framed, simple, present. It was as if he would never accept that his son was no longer part of his daily life.

The wound that remains

For Enzo Ferrari , the death of Dino was not a closed chapter. It was an open wound that never healed - and which shaped his actions, thoughts and feelings for the rest of his life. The loss made him tougher - and at the same time more vulnerable. He spoke less often, made more uncompromising decisions and never let anyone get as close to him as he did his son.

But it was precisely this grief, this lasting echo of love and loss, that shaped the man behind the myth. It was Dino's death that made Enzo Ferrari what he was in his final decades: a man caught between genius and pain, between global company and tombstone - immortal through what he created, but deeply human through what he lost.

7.3 The relationship with Lauda, Villeneuve and Pironi

In hardly any other area did Enzo Ferrari's ambivalent personality become as clear as in his relationship with his racing drivers. For him, they were the spearhead of the brand, warriors in red combat fatigues, soldiers of myth - but never friends. From the very beginning, the bond between Ferrari and its drivers was characterized by performance, loyalty, control - and distance.

But there were exceptions. In the 1970s and early 1980s, three men came into his life who touched him in different ways: Niki Lauda, Gilles Villeneuve and Didier Pironi. Each of them became a projection screen for Ferrari's ideals - and at the same time a mirror of his innermost contradictions.

Image source: Niki Lauda on September 10, 1975. by El Gráfico - http://www.elgrafico.com.ar/thumbs.php?id=16432&w=1500&h=2000, Public Domain, https://commons.wikimedia.org/w/index.php?curid=71070827

Niki Lauda - the rationalist he trusted

When Niki Lauda joined Ferrari in 1974, the works team was looking for a fresh start in Formula 1. It was Luca di Montezemolo - Enzo's assistant and right-hand man - who recommended the young, unknown Austrian. Enzo was skeptical at first. A cool, calculating driver with no Italian temperament? But Lauda won him over in his own way: not through charm, but through performance and precision.

The relationship between Ferrari and Lauda was professional - but characterized by respect. Lauda, self-confident and analytical, won Enzo's trust by not asking for closeness, but by speaking through results. As early as 1975, he won the first world championship title for Ferrari in over ten years. Ferrari was impressed by Lauda's clarity, work ethic and focus. He later said:

"Lauda was not a driver who wanted to please me. He just wanted to win. And that was enough for me."

The relationship was not cordial, but stable. Until the accident at the Nürburgring in 1976, when Lauda had a serious accident, was in a coma, underwent emergency surgery - and returned to the cockpit after just six weeks. During this phase, Enzo Ferrari obtained medical reports, sent personal doctors and had the car modified for Lauda - a rare gesture of care that showed how much he valued Lauda.

However, the relationship broke down in 1977 - not because of the accident, but because of the management. Lauda felt politically undermined and neglected by the team management. Enzo himself stayed out of the conflict - a decision that Lauda saw as a disappointment. After his second title, he left Ferrari. He later said: "I respected him. But I knew that I was only valuable to him as long as I could function."

Image source: Gilles Villeneuve with his Ferrari 312T4 in 1979. by ideogibs - https://www.flickr.com/photos/ideogibs/2113890097/, CC BY-SA 2.0, https://commons.wikimedia.org/w/index.php?curid=4514485

Gilles Villeneuve - the beloved son he lost

If there was ever a driver with whom Enzo Ferrari had a genuine emotional bond, it was Gilles Villeneuve. The young Canadian joined the team in 1977 - small, slight, almost shy. But on the track he was a berserker: courageous, wild, passionate to the point of self-sacrifice.

Ferrari was fascinated. Gilles embodied what he missed in many others: unconditional commitment. The Commendatore said of him:

"He had the heart of a lion and the soul of a child."

Villeneuve drove with a mixture of madness and precision that reminded Enzo of the heroes of the pre-war era. He was prepared to give everything - including his life. And Ferrari, who rarely showed any emotion, spoke of Gilles like a second son. It was the first and only driver pairing in which Enzo publicly said he felt "affection".

But this affection turned into tragedy. On May 8, 1982, Villeneuve had a fatal accident in qualifying for the Zolder GP - at over 250 km/h. The whole paddock froze. The entire paddock froze. Enzo Ferrari, now 84 years old, turned pale and speechless at the news. He did not attend the funeral - a gesture that many misunderstood. But he said later:

"I didn't want to see him dead. I wanted to remember him as he drove - with his wheels flying and his eyes glowing."

After Gilles' death, Enzo had a memorial erected in Maranello. His office was decorated with a portrait of Villeneuve. Until his death, he spoke of him in the past tense, but with a sense of the present - as if he had never really left.

Image source: Didier Pironi on July 03, 1982 at the Grand Prix in the Netherlands. By Hans van Dijk for Anefo/ neg. stroken, 1945-1989, 2.24.01.05, item number 932-2343 - http://proxy.handle.net/10648/ad1aa4b8-d0b4-102d-bcf8-003048976d84, CC BY-SA 3.0 nl, https://commons.wikimedia.org/w/index.php?curid=23244946

Didier Pironi - the tragic breach of trust

The relationship with Didier Pironi was the exact opposite of that with Villeneuve: it began professionally, grew in depth - and ended in disappointment, mistrust and tragedy. Pironi joined Ferrari in 1981 and was fast, intelligent and strategic. Ferrari saw in him a future world champion.

But the fatal twist came on April 25, 1982 in Imola: Villeneuve was ahead of Pironi at the San Marino Grand Prix - an internal team deal was supposed to put both of them in first and second place. But Pironi overtook Villeneuve on the last lap - against the agreement. Gilles was furious and felt betrayed. Two weeks later, he crashed in Zolder - many believe in search of a fast lap to humiliate Pironi.

The rift between Enzo Ferrari and Didier Pironi was deep. Enzo, who had previously held Pironi in high esteem, rarely spoke to him from that moment on. He did not see him as the murderer of his favorite driver - but as someone who had broken the code of honour. For Enzo, the moralist in the background, this was worse than breaking the rules.

Pironi himself had a serious accident shortly afterwards - during tests in Hockenheim. His career was over. Enzo never spoke openly about him again.

Enzo's ideas about driving - between ideal and reality

These three drivers - Lauda, Villeneuve and Pironi - show how differently Enzo Ferrari perceived his drivers:

• Lauda was the disciplined professional whom he trusted, but never really got close to.

• Villeneuve was the passionate fighter to whom he became emotionally attached - and whose death shook him.

• Pironi was the strategic one who disappointed him - because he had misjudged him as a person.
  
  

What united them was that they were not only measured technically, but also morally. Character, sacrifice and loyalty were what counted for Enzo. Anyone who was only fast but calculating was suspect to him. Those who took risks, lost, but fought with heart - could win his trust.

Heroes under observation

For Enzo Ferrari , racing drivers were not stars. They were mirrors of his ideals - or memorials to his losses. In them, he sought proof that courage, talent and honor were not extinct. But he also knew that those who fly high fall low. And if you get too close, you can hurt.

The stories of Lauda, Villeneuve and Pironi are therefore not just about motorsport. They tell of a man who recognized greatness but feared closeness. Who admired but did not forgive. And who found a part of his own story in every driver - between victory, pride and pain.

7.4 Enzo Ferrari in private - the secretive visionary

Enzo Ferrari was one of Italy's most famous personalities of the 20th century - and at the same time one of the most inaccessible. Despite (or perhaps because of) his immense presence in motorsport and his role as the father of Scuderia Ferrari, his private life was always surrounded by a veil of silence, distance and contradictions. Who was this man really when the pit gates closed and the engines fell silent?

This chapter takes a closer look at a man who saw a lot, created a lot and lost a lot - but revealed very little of himself. A man who was regarded as a visionary, but whose everyday life was characterized by clear rituals, routines and inner boundaries. He staged a myth for the public. For himself, he built a protective shell of silence and structure.

The daily routine of a patriarch

Enzo Ferrari was a man of habit - almost obsessed with routines. He got up early, read the newspaper meticulously - usually several papers, both local and national - and then went to the factory in Maranello. He had his own entrance, his own route through the buildings, his office - simply furnished, but full of symbolic power.

He didn't speak much, but everything was registered. Anyone who met him was given a brief nod - or ignored. Anyone who was asked into his office knew that it was important. The conversations were never long, never casual. And Ferrari was always the one who decided when they ended.

He usually left the factory in the afternoon, ate in a small circle - often alone or with a few trusted colleagues - and returned to his home in Modena in the evening. There he spent time with himself, with letters, technical reports, and occasionally with television programs about sports or politics. He lived in seclusion, but never in idleness. His life was well-paced - like an engine that never switches off when idling.

A man of isolation

Enzo Ferrari avoided large crowds, receptions or official occasions. Even in Italy, where representation is often part of success, he rarely appeared in public. He never appeared at Formula 1 races outside Italy. At Ferrari, he was usually off to the side, in a separate room from where he could observe everything - but without participating directly.

This self-isolation was no coincidence. Enzo sought distance - perhaps out of control, perhaps out of fear of vulnerability. He didn't want to get too close to anyone, didn't want to be the man that people hugged, celebrated or comforted. Many colleagues who worked with him for decades said they never visited him in private, never laughed with him, never spoke to him freely.

And yet he was not a cold person. In rare moments, he showed sympathy - for example after the death of a driver or when visiting a sick employee. But these gestures remained quiet, almost hidden. Emotion, yes - but never publicly.

The relationship with women - closed and contradictory

Enzo's marriage to Laura Dominica Garello Ferrari was characterized by tensions. Laura was temperamental, jealous and often felt excluded - especially because Enzo spent more time in Maranello than with her. After the death of their son Dino, the relationship deteriorated significantly. There were loud arguments, even within the factory. Many employees saw Laura as unpredictable, and Enzo protected himself by excluding her from operational activities.

At the same time, Enzo had a long-term relationship with another woman: Lina Lardi. This relationship produced another son - Piero Ferrari, born in 1945, who was only officially allowed to bear the name Ferrari decades later. Enzo looked after Lina and Piero, but kept the relationship in the background throughout his life. For a Catholic Italian of the time, this was a delicate balancing act - socially, familially and personally.

This constellation shows a lot about Ferrari's inner world: he could have feelings, but not live them. He organized his relationships like his company - controlled, structured, with a safe distance.

Looking in the mirror - self-image and doubt

Although Enzo Ferrari appeared outwardly controlled and larger than life, he was aware of his own contradictions. In rare interviews, he spoke about topics such as age, responsibility and loneliness - always with the melancholy of a man who had achieved a lot, but also lost a lot.

"I am a person with many shadows. I built cars to drive away from myself."
- Enzo Ferrari

He suffered from the death of his son Dino, from the loss of many drivers, from the pressure of always having to be perfect. But he never sought help or therapy. He dealt with it through work, discipline and reduction. Anyone who asked him if he was happy usually got no answer - or a shrug of the shoulders.

Faith, philosophy and transience

Enzo Ferrari was not a particularly religious man - at least not in the traditional sense. He believed in principles, in ethics, in performance. But he rarely spoke about God, the church or the afterlife. And yet the question of transience preoccupied him deeply.

In later years, he regularly visited his son's grave, spoke to clergymen, had conversations about responsibility, guilt and posthumous fame. He knew that he had created something greater than himself - but he also knew that he had paid a high price for it: emotionally, familially, humanly.

His motto in life remained ambivalent: "I never wanted to be a successful man. I wanted to be a man who would not be forgotten."

The private Ferrari remains a mystery

Enzo Ferrari was a power figure in public - strict, controlled, relentless. In private, he was a man in retreat, characterized by loss, inner discipline and an almost stoic melancholy. He was not a genius in the classic sense, but a man with an unshakeable will and deep-rooted pain.

You can't really "get to know" him. Too many sides have deliberately remained in the dark. But it is precisely this mixture of closeness and distance, strength and vulnerability that makes him so fascinating to this day. Enzo Ferrari was not a man to be embraced. But he was someone you looked at with reverence - like a living monument.

7.5 - 1988: The last Ferrari with Enzo's blessing

The summer of 1988 marked the end of an era - not just for Ferrari, but for the entire world of motorsport. Enzo Ferrari, who had shaped an entire industry for almost seven decades, first as a driver, then as team boss and later as patriarch, lived out his last weeks in quiet vigilance. He knew that his time had come. But until the end, he remained what he had always been: the vigilant guardian of his idea.

During these months, he accompanied one last project - what many call "the last real Ferrari": the Ferrari F40. No other model embodied his philosophy in its purest form as uncompromisingly as this car. When the car was presented, the Commendatore was already physically weakened - but his spirit could be felt in every bolt.

Image source: Ferrari F40. By Alexander-93 - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=146485049

The F40 - Ferrari's last legacy

The Ferrari F40 was presented in 1987 to mark the company's 40th anniversary - and immediately became a legend. It was a super sports car without frills, without compromises, without regard for comfort. No power steering, no ABS, no electric assistants. Just carbon fiber, turbo power and the pure promise of speed.

Ferrari didn't just want to build a car with the F40 - it wanted to make a statement. A counter-design to the increasing digitalization and convenience of the automotive world. The F40 was raw, direct, brutally beautiful. That's exactly what Enzo liked. He said in one of his last interviews:

"The F40 is what I think is right. Without unnecessary luxury. A car for the driver, not for the owner."

The design came - as so often - from Pininfarina, under the direction of Leonardo Fioravanti. Under the hood was a 2.9-liter V8 biturbo with 478 hp. The car weighed just over 1,100 kilos. The driving figures were breathtaking: 0-100 km/h in under 4 seconds, a top speed of over 320 km/h. But numbers were not the decisive factor.

The F40 was the distilled Ferrari. It roared, tugged, bit - and rewarded those who understood it.

One last quiet summer

While the F40 became a legend thanks to the press, trade fairs and test drives, Enzo Ferrari continued to withdraw in the final months of his life. He lived in his house in Modena, rarely came to the factory, but continued to receive visitors - journalists, friends, Fiat managers.

His health was failing. His eyes were weaker, his voice softer. But his mind remained razor-sharp. In the spring of 1988, he is said to have still been checking technical documentation on the F40, asking questions about materials and even writing comments on test reports. It was as if he wanted to finish the last chapter in his own handwriting.

In July 1988, an F40 - with a special livery - drove through the gates of Maranello, straight into the courtyard. Enzo Ferrari stood at the window of his office. He watched the car for a long time - without saying a word. Later, he is said to have said to an employee: "It's wild. That's good."

August 14, 1988 - The death of the Commendatore

On August 14, 1988, Enzo Ferrari died at the age of 90. It was a Sunday morning. No dramatic scene, no intense media coverage. He had fallen asleep peacefully - in his home, in his city, in his world.

At his request, his death was not announced for two days. The public only found out on August 16 - a final act of control, a last signal to the world: I'm going, but I decide when.

Italy stood still. The newspapers carried black front pages, the television programs interrupted their broadcasts. In Maranello, workers, mechanics and engineers wept. Even competitors such as Porsche, Mercedes and McLaren paid their respects.

"Ferrari is not dead. It has just decided to no longer be visible."
- Former Ferrari

An epic moment in Monza

Just a few weeks after his death, Ferrari clinched a one-two victory at the Italian Grand Prix in Monza. Gerhard Berger and Michele Alboreto took first and second place - in a season that had previously been dominated by the McLaren team (with Ayrton Senna and Alain Prost).

It was Ferrari's only victory in 1988, and it came on hallowed ground, in Monza of all places, just days after the death of the founder. The crowd went wild, tears flowed, Ferrari flew. For many fans, it was no coincidence. It was a greeting from above - Enzo's last look at "his" track.

Even today, this victory is considered one of the most emotional moments in Formula 1 history. The mechanics wore black armbands. On the car: a small, black sticker - "In Memoriam E.F."

What remains: More than a name

The Ferrari F40 was the last model that Enzo Ferrari personally signed off on. After that, new chapters began: new generations, new technologies, new strategies. But no car, no board of directors, no driver could ever take the place that Enzo Ferrari had in this company.

He was more than a founder. He was the conscience, the feeling, the foundation. His influence lives on - in every line of a Ferrari, in the sound of the engines, in the myth of the Scuderia. His name is on every model - but his soul remains in the attitude.

To this day, new models are measured against his standards. His principles, his sayings, his philosophy are still quoted today. No other person has managed to imbue a company with his personality to such an extent - and at the same time remain in the shadows.

The last greeting from a giant

The F40 was not just a car. It was a farewell letter in carbon fiber and fire. It was a final "grace" to speed, to courage, to passion - and to the world that Enzo Ferrari helped to shape.

When the car was presented, Ferrari was already marked by age and illness. But he knew that this car was his legacy. No compromise. No luxury. Only what mattered: Heart, machine, myth.

And so his death was not an interruption - but a point of completion. Not as an end, but as a transition. Enzo Ferrari left the stage on which he never wanted to stand - and left it to the echo of his engines.

Chapter 8: The Formula 1 era - Lauda, Villeneuve and the golden title years

Ferrari and Formula 1 - this connection is more than just sporting. It is symbolic, steeped in history and emotionally charged like hardly any other chapter in motorsport. Ferrari has been involved since the very first Formula 1 race in 1950. And although the road was often rocky, the Scuderia became the most successful and best-known racing team in the world.

However, the path to becoming a legend was not a straight line. Between highs and crises, tragedies and triumphs, a narrative developed in which big names such as Niki Lauda, Gilles Villeneuve, Michael Schumacher and Jean Todt play central roles. Ferrari's Formula 1 history is the story of technology, politics, pride - and of a team that often fought against itself before it could defeat the world.

8.1 - The resurgence with Lauda (1974-1977)

After a difficult phase in the late 1960s and early 1970s, Ferrari found itself in a sporting and organizational crisis. Formula 1 was in upheaval: new technology, new stars, new teams. While Lotus, McLaren and later Tyrrell dominated the scene, Ferrari wasunstable, politically torn and technically outdated. The myth lived on - but success failed to materialize. What was needed was not just a fast driver, but a new direction in spirit and structure.

The answer came in the form of a young Austrian with exceptional discipline, analytical thinking and an incorruptible character: Niki Lauda.

The groundwork: Montezemolo and Regazzoni

Before Lauda arrived, Ferrari had already begun to set a new course. In 1974, Luca di Montezemolo was appointed team boss of the Scuderia. The young, smart lawyer was a close confidant of Enzo Ferrari and was supposed to bring a breath of fresh air to the ailing team.

Montezemolo brought Clay Regazzoni back into the team - a solid, fast driver who knew Ferrari well. But the real coup was Lauda, a largely unknown driver at BRM at the time, whom Montezemolo had observed in his debut season. He convinced Enzo to get Lauda - a strategic stroke of luck.

Niki Lauda - not a typical Ferrari

Lauda was not the type of driver Ferrari had favored up to that point. He was cool, calculating, rational. Not a Latin lover, not a daredevil, not a showman. But that was precisely why he was exactly the right man for the structurally ailing Scuderia. Lauda brought order to the chaos. He demanded technical precision, continuous development and clear communication - virtues that could not be taken for granted at Ferrari .

Lauda took two victories and several pole positions in his very first season in 1974. The technical collaboration with chief engineer Mauro Forghieri was fruitful, open, challenging - and productive. Lauda brought a system that worked. And Ferrari began to deliver.

1975 - The return to the top

The breakthrough came in 1975. Lauda won five races, dominated the season for long stretches and secured the drivers' world championship title. Ferrari also won the constructors' championship - the first title win for the team since 1964.

The car, the Ferrari 312T, was a milestone: stable, aerodynamically efficient, powerful. But the key to success lay not in the engine or the chassis - but in the symbiosis between driver and team. Lauda tested, analyzed, demanded - and Ferrari delivered. It was a new Ferrari, more sober, more efficient, more professional.

Enzo Ferrari was proud - and grateful. Although he rarely praised Lauda, he wrote to him in a letter:

"They didn't just win races. They have reorganized our soul."

1976 - Triumph, tragedy and character

1976 was to be the fateful year. Lauda began the season in dominant fashion, winning four of the first six races. Everything pointed to a title defense - until August 1, 1976, at the German Grand Prix on the Nürburgring.

Lauda had a serious accident. His Ferrari crashed into a crash barrier, caught fire, Lauda was seriously injured - burns, smoke inhalation, coma. The world held its breath. But what followed was one of the greatest comeback stories in sporting history.

Just 42 days after the accident, Lauda was back in the Ferrari - in Monza. Still weakened, with fresh wounds and fear in his eyes - but with the will of a champion. He finished fourth. And Ferrari celebrated him like a winner.

But the title was lost. In a rainy season finale in Fuji, Lauda retired - due to safety concerns. The title went to James Hunt. Ferrari respected the decision - Enzo himself said:

"He has shown more courage than a victory could ever mean."

1977 - One last title and the bitter end

Lauda became world champion again in 1977 - despite internal tensions within the team. After Lauda's accident, Enzo Ferrari had brought Carlos Reutemann into the team, which Lauda saw as a breach of trust. He no longer felt supported, but tested. The old Ferrari, the emotional pride, was back - and clashed with Lauda's objective system thinking.

After the title, Lauda announced his retirement. The end was quiet, but cool. He left Ferrari with two world championship titles - and the deep respect of a team that had learned to win again thanks to him.

Resurgence through discipline

Niki Lauda was not a Ferrari in the classic sense. But that is precisely why he was the perfect man at the right time. He led Ferrari out of the crisis, taught the team structure, precision and patience - and became the driving force behind a new self-image.

His influence extended far beyond his racing victories. Lauda was not just a driver - he was a system innovator. And that is precisely what made him one of the most important people in the history of the Scuderia.

8.2 - Villeneuve: The knight on four wheels

Gilles Villeneuve was no ordinary racing driver - he was a phenomenon. Small, wiry, polite, almost shy to deal with - but as soon as he entered the cockpit, he became a primal force. For Enzo Ferrari , he was not just a driver, but an ideal. Villeneuve embodied what Enzo always sought but rarely found: uncompromising courage, absolute dedication and a deep connection to the car.

A quiet start, a loud entrance

Gilles Villeneuve was discovered in 1977 when he made his debut in a McLaren at the British Grand Prix. Enzo Ferrari was immediately fascinated - less by the lap times than by Villeneuve's uncompromising approach. That same year, Ferrari brought him into the team, initially as a replacement for Niki Lauda, who left Ferrari in a dispute.

Many experts were skeptical. Villeneuve was a rookie, with no Formula 1 experience. But Enzo believed in him - instinctively. And he was proved right.

Passion on wheels

Villeneuve did not drive to win - he drove to survive, to survive, to fight. Every race was a demonstration of willpower. Even with a damaged car, without tires or in the pouring rain - Gilles never gave up. His duels, especially the one with René Arnoux at the 1979 French GP in Dijon, are regarded as the most intense duel spectacle in Formula 1 history. Lap after lap, wheel to wheel - without consideration, but with respect.

Ferrari later called him "an old-school knight", someone who fought with honor, never played games, never gambled. Gilles Villeneuve was a driver whodied for Ferrari before he grew old.

The deadly myth

On May 8, 1982, the unthinkable happened: Villeneuve had a fatal accident in qualifying for the Belgian Grand Prix in Zolder. He was determined to beat the time of his team-mate Didier Pironi - a reaction to what he perceived as a betrayal during an overtaking maneuver in the previous race in Imola.

Villeneuve raced at over 250 km/h into Jochen Mass, who was just slowing down. Gilles' Ferrari took off, burst into pieces - the Canadian was thrown out of the car and died of his injuries shortly afterwards. Formula 1 lost one of its bravest sons - and Ferrari lost the driver of its heart.

Enzo Ferrari rarely spoke about this day later. But in one of his last interviews, he said:

"Gilles was more than just a driver for me. He was my son on the track. Nobody ever loved Ferrari as much as he did."

A myth that remains

Today, the race track in Montreal bears his name: Circuit Gilles Villeneuve. His statue stands in Fiorano. In Maranello, his helmet hangs in the museum - a silent memorial.

Villeneuve never won a world championship title. But he won hearts. For Enzo Ferrari and many tifosi, he was the true champion - because he never calculated, never gave up, never let up. And because he showed that a Ferrari can not only be fast, but also dignified.

8.3 - The Jean Todt era, Schumacher and dominance (1996-2004)

After decades of glory, setbacks and eternal hope, the mid-1990s saw the beginning of what was probably Scuderia Ferrari 's most strategically astute and sportingly successful phase - the era of Jean Todt, Michael Schumacher, Ross Brawn and Rory Byrne. It was characterized not only by titles, but also by an unprecedented cultural transformation: Ferrari was transformed from a proud, often chaotic myth into a precisely timed success machine.

Jean Todt - The silent architect

Frenchman Jean Todt became Ferrari team boss in 1993 - a break with tradition, as Ferrari had always been run by Italians until then. But Enzo Ferrari was no longer there, and Luca di Montezemolo wanted change. Todt was not a man of big words, but a tactical strategist. He knew that Ferrari needed structure, not emotion.

He began to restructure the Scuderia from the ground up - slow decision-making processes were shortened, responsibilities were clearly defined and technical development processes were modernized. But Todt also knew that a strong team needs a strong driver.

Michael Schumacher - The decisive piece of the puzzle

In 1996, Ferrari brought inMichael Schumacher, already a two-time world champion with Benetton at the time. Many considered this to be a risky move - Ferrari had not won a drivers' world championship title since 1979 and the last constructors' title had been over a decade ago. But Schumacher saw the challenge - and the potential.

He was joined by two other key people: Chief Strategist Ross Brawn and Chief Designer Rory Byrne. Together with Todt, they formed the so-called "Dream Team " - a harmonious, focused quartet that covered all aspects of a Formula 1 team: management, technology, tactics, drivers.

The years of reconstruction (1996-1999)

The first few years were difficult: 1996 was a year of learning, 1997 ended dramatically with Schumacher's disqualification in the title duel with Villeneuve. In 1998, the team was narrowly beaten by McLaren-Mercedes, and in 1999 a broken leg put a stop to Schumacher's title chase.

But the team learned. Each year, the car improved, the pit stops became faster, the strategy more precise. Ferrari developed from a passionate challenger into a disciplined winning machine.

The dominance begins - 2000 to 2004

In 2000, the time had finally come: Michael Schumacher won the drivers' world championship title - the first for Ferrari since Jody Scheckter in 1979. It was more than a sporting success - it was an emotional redemption.

This was followed by five years that went down in Formula 1 history as a dynasty:

• 2000-2004: Five drivers' and constructors' titles in a row

• 15 victories in one season (2002)

• 13 victories by Schumacher alone (2004)

Ferrari was unassailable during this period. The combination of Schumacher's precision, Brawn's strategy, Byrne's construction and Todt's leadership was unparalleled. The team worked like clockwork - and did so for years.

Why it worked

Success was not based on individuals, but on structure and trust. Todt worked instead of staging. Brawn planned races with military precision. Byrne built cars that were robust, fast and driver-friendly. And Schumacher? He tested, trained, motivated - and delivered.

Ferrari went from an emotion-driven myth to a professionally managed works team without losing its soul. And that was precisely the uniqueness of this era: precision without coldness. Passion without chaos.

An era for eternity

The years 1996 to 2004 wrote Ferrari into modern Formula 1 history like never before. It was a time when Maranello was not just remembered, but dominated. The Scuderia was no longer just a myth - it was the benchmark.

For many fans, this era remains the golden age of Ferrari to this day. And it shows: With the right combination of people, strategy and discipline, even a legend can be reborn.

8.4 Ferrari against Mercedes & Red Bull - New challenges

After the golden era under Michael Schumacher and the constructors' title in 2008, a new phase began for Ferrari - an era of searching. While the legend remained unbroken, Formula 1 changed rapidly. New rules, hybrid systems, technical megaprojects and data-based strategies favored other teams. Ferrari was suddenly no longer the pace-setter - but the hunter.

The hybrid era begins - Mercedes pulls away

The start of the hybrid era in 2014 marked the beginning of a phase in which Mercedes-AMG Petronas dominated the sport. The team led by Lewis Hamilton, Toto Wolff and a highly developed power unit concept won eight constructors' titles in a row - from 2014 to 2021. Ferrari tried to keep up, but the technological gap was deep. Especially in the years 2014 to 2016, there was a lack of engine power, efficiency and durability.

Sebastian Vettel, who switched to Ferrari in 2015, initially promised a return to his former glory. However, despite individual victories and promising interim phases, the team lacked consistency, strategy and further development. In 2017 and 2018 in particular, it briefly looked like a title fight against Mercedes - but mistakes on and off the track cost Ferrari crucial points both years.

Red Bull - young, fast, mercilessly precise

At the same time, Red Bull Racing developed from an outsider into a technological giant. With a focus on aerodynamics, a perfect connection to Adrian Newey and the exceptional young talent Max Verstappen, the team achieved its breakthrough in 2021 at the latest. Verstappen not only became world champion - he dominated. His aggressiveness, paired with a superior chassis concept, once again made Ferrari a spectator.

Ferrari lacked decision-making power and stability in this phase. Strategy mistakes, pit breakdowns and inconsistent upgrades characterized the years 2019 to 2022. The car was usually fast - but never fully competitive over an entire season.

The pressure of the myth

Ferrari's biggest challenge was - and still is - its own ambition. While other teams such as Mercedes and Red Bull worked calmly and systematically, every failure in Maranello was a national event. The press, the tifosi, the management - they all expected more than podiums. They expected glory.

But modern motorsport demands long-term strategies, continuity and a culture of error that remains internal. Ferrari , on the other hand, often reacted impulsively: team bosses were changed, concepts thrown overboard, drivers sacrificed. This disruption cost valuable time - and trust.

2023 and beyond - hope for stability

With the appointment of Frédéric Vasseur as team principal and the driver pairing of Charles Leclerc & Carlos Sainz, Ferrari realigned itself from 2023. The SF-23 was a fast car - but once again not consistent enough. Nevertheless, it was clear that Ferrari was learning to think more modern.

Although the gap to the top remained noticeable, the team began to stabilize internally. Wind tunnel times were optimized, strategy units restructured and technical staff strengthened. They worked on returning to form - step by step, rather than leap by leap.

A brand fights - not only on the track

Ferrari is and remains the most emotional team in Formula 1, but myth alone is not enough against the engineering power of Mercedes and the racing intelligence of Red Bull. Ferrari faces the challenge of combining tradition with precision - and mastering the balancing act between pride and progress.

Will it succeed? History shows: Those who write Ferrari off are often wrong. And those who believe in them know that every red victory is more than just a triumph - it is a chapter for the ages.

8.5 - The future of the Scuderia - strategy, change, hope

Ferrari is more than just a racing team - it is an emotional entity, a national symbol, a global myth. But in recent years, Formula 1 has evolved: The days when emotion and intuition alone were enough are over. Today, data, simulations, processes and long-term strategies decide who wins. If you want to keep up, you don't just need horsepower - you need precision.

Ferrari is therefore facing one of the greatest challenges in its history: How to preserve its own soul - and yet modernize its technology?

New start under Frédéric Vasseur

The appointment of Frenchman Frédéric Vasseur as Team Principal in 2023 marks the beginning of a new phase at Maranello. Vasseur brings with him a rare blend of passion for motorsport, management experience and strategic coolness. Unlike his predecessors - who were often torn between pressure from the Tifosi and internal politics - he seems prepared to think long-term.

His credo: stability before actionism. Vasseur wants to improve structures, not let heads roll. Head of Engineering Enrico Cardile and Head of Engines Enrico Gualtieri have been given clearer areas of responsibility, and communication between the factory and the race track has been redefined. The aim is to turnFerrari into a closed system - as Mercedes and Red Bull have long been.

Driver duo with a future

With Charles Leclerc and Carlos Sainz, Ferrari has one of the strongest and most balanced driver teams of the moment. Leclerc is regarded as an emotional fan favorite with incredible talent, Sainz as an analytical, consistent points scorer. Both drivers identify strongly with Ferrari - a rare stroke of luck.

But Ferrari knows that talent alone is not enough. It needs a car that works over an entire season - on any track, in any weather, in any race format. This is exactly what the team is working hard on.

Technology and infrastructure in transition

Ferrari is investing heavily in new test systems, simulation platforms and wind tunnel facilities. In modern Formula 1, millimeters and microseconds are decisive - if you want to be at the front, you have to be excellent at all levels.

At the same time, the Formula 1 circus itself is facing major changes:

• From 2026, new engine regulations with a focus on electrical efficiency will come into force.

• Sustainability, synthetic fuels and CO₂ neutrality are becoming mandatory.

• New racing formats and economic conditions are changing the game.

Ferrari is preparing for this - with the aim of not just being a player, but a leader.

The myth as an obligation

What sets Ferrari apart from other teams is the constant pressure of its own history. Every race is a reminder of Enzo. Every new car carries more than just an emblem - it carries a promise.

The Ferrari myth is not a cushion. It is a commitment. And this is precisely where the opportunity lies: if technology, structure and emotion come into harmony, Ferrari can once again become what it once was - the ultimate reference.

Hope, not expectation

The future of Ferrari lies not in a driver or a racing car - but in the system behind it. Strategy, planning, patience. The new Ferrari thinks long-term - and that's a good thing.

Because if there's one thing Ferrari can do, it's come back. Again and again. And when the day comes when a red car is back on top - it won't just feel like a victory. It will feel like coming home.

Chapter 9: After the Commendatore - crisis, change and new heroes

Enzo Ferrari's death in August 1988 marked the end of an era - not just emotionally, but structurally. The man who had shaped his company for almost six decades was no longer there. What remained was a global icon without its architect. And therein lay the challenge: Ferrari had to learn to be Ferrari - without Ferrari.

The first years after the Commendatore were characterized by searching and uncertainty. The Fiat Group, which had already held shares since 1969, took on more responsibility. However, the company seemed like a legacy that was honored but not fully understood. Formula 1 results fluctuated, the model policy was inconsistent and the soul of the company seemed to flicker.

It was only with the appointment of Luca di Montezemolo as President in 1991 that real change began. Montezemolo, once Enzo's personal assistant, knew the spirit of the company - and at the same time the need for modernization. Under his leadership, Ferrari was repositioned: Luxury brand, racing team, high-tech forge. Marketing, design, production - everything was networked, refined, strategically orchestrated.

At the same time, new heroes emerged. Jean Todt, Michael Schumacher, Ross Brawn - they formed a Scuderia that learned to dominate again. No longer by instinct, but with a system. But Ferrari also continued to develop on the road: the F355, the Enzo, later the LaFerrari - they showed that the myth not only lived on, but was reborn.

After the Commendatore, Ferrari changed - from the workshop of a genius to a global company with soul. It was a risky balancing act. But in the end, something succeeded that hardly anyone thought possible: The Ferrari legend outlived its creator.

9.1 - Post-Enzo: The Ferrari under Fiat

The death of Enzo Ferrari on August 14, 1988 not only marked the end of an era - it was the beginning of a chapter full of questions. Ferrari was left without its founder, without its moral authority, without the embodied memory of the brand. And although the myth was alive, the center that held it together was missing. Who was to lead Ferrari now? Who could decide what a "real" Ferrari was - without Enzo's voice?

The answer lay in a structure that had long been prepared: Fiat.

A legacy with a head start: Fiat as a shareholder

Enzo Ferrari had already sold 50% of his company to the Fiat Group in 1969 - not out of enthusiasm, but out of necessity. Ferrari was under financial pressure, but wanted to remain independent in motorsport. The deal with Fiat guaranteed capital and resources, but allowed Enzo to retain control of the racing department and the vehicle philosophy.

In 1974, Fiat increased its share to 90%. Enzo only held a symbolic 10%, but remained the leading figure until his death. There was a clear division of labor: Fiat took care of production, sales and industry - Enzo took care of soul, strategy and motorsport.

After Enzo's death, Fiat formally took the lead - but what followed was not a decisive departure, but a phase of disorientation.

The early 1990s: leadership without direction

Between 1989 and 1991, Ferrari was led by a series of Fiat managerial figures who saw the company as a luxury brand with potential but no clear direction. The racing department lost efficiency, the road cars suffered from quality problems and the brand identity became diluted.

Internally, it was clear that Fiat understood the magic, but not the mechanics behind it. Bureaucracy increased, decision-making processes became longer, technical staff became demotivated. Ferrari was in danger of becoming a department in an industrial group - instead of a vibrant myth.

The motorsport team also suffered. Between 1989 and 1993, drivers, technicians and team bosses changed almost every year. Despite individual successes (such as in Brazil in 1989 or with Prost in Imola in 1990), there was a lack of consistency - and a strategic plan.

The return of identity: Montezemolo takes over

The turning point came in 1991, when Luca Cordero di Montezemolo was appointed President of Ferrari . A man who had not only been manager, but also Enzo's confidant. As the Scuderia's young team boss, he had won the title with Niki Lauda in 1975 - and knew what Ferrari meant.

Montezemolo was charismatic, strategic and deeply connected to the brand. He knew how to mediate between Fiat structures and Ferrari- and developed a plan thatrepositioned Ferrari without losing its soul.

Ferrari becomes premium - and remains a legend

Montezemolo's philosophy was clear: Ferrari should not just be a car manufacturer, but a cultural object. Every model had to be a statement - in terms of craftsmanship, technology and emotion. Production was streamlined, quality standards raised and the design focused.

Under his leadership, icons such as:

• F355 (1994) - the first "new Ferrari" with everyday practicality and super sports car DNA

• 360 Modena (1999) - a design and technology milestone

• Enzo Ferrari (2002) - the Hypercar as a tribute to the founder

At the same time, the brand was systematically cultivated: Ferrari were opened, the museum presence expanded and merchandising professionalized. Ferrari became an emotional luxury brand with global appeal.

Formula 1 becomes a matter for the boss

Parallel to the road car business, Montezemolo reformed the Scuderia. He brought in Jean Todt in 1993, and later Michael Schumacher, Ross Brawn and Rory Byrne - and created the most successful team in Formula 1 history (see chapter 8.3).

What many people don't know: Fiat gave Ferrari a largely free hand during this phase. Montezemolo enjoyed the trust of the company management - not only because of his past, but also because of his results. Ferrari was managed, but not controlled. This autonomy was central to the brand's sporting and economic rebirth.

Ferrari under Fiat - a symbiotic relationship

Despite all the criticism of the bureaucracy of the 1990s, the relationship between Ferrari and Fiat was never purely instrumental. Fiat benefited from Ferrari's charisma - and Ferrari used Fiat's resources. It was a mutual dependency that worked as long as Ferrari was able to preserve its cultural identity.

Unlike other groups (such as Daimler with AMG or VW with Bugatti), Fiat allowed the brand to retain its myth. And that was precisely its greatest trump card.

Leadership without Ferrari - but with Ferrari in its heart

After Enzo Ferrari's death, the company was at a crossroads. Fiat took over - but it was only with the return of confidants like Montezemolo that Ferrari found its way back to itself. The Fiat management was not visionary, but enabling. And that was enough - because the right people were in the right places.

This turned the crisis into an opportunity. The myth became a management case. And from the past, a foundation on which Ferrari could become the most modern traditional brand in the world.

Image source: By University Archives St.Gallen | HSGN 028/01709 | CC-BY-SA 4.0, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=145343764

9.2 - The Montezemolo era - elegance, image and business

When Luca Cordero di Montezemolo took over the reins at Ferrari in 1991, the company was in a transitional phase. The Enzo era was over, the 1980s were characterized by uncertainty, and the Ferrari brand had lost substance despite its unchanged brilliance. Montezemolo was determined to change this - and not just on the racetrack, but in terms of the entire brand image.

His goal was clear: Ferrari was to become not only the fastest, but also the most elegant, desirable and economically successful car brand in the world. And Ferrari's identity was not to be watered down, but redefined - in line with the times.

The beginning: tidying up and realigning

Montezemolo was no stranger to the sport. He had already won the World Championship title as team manager with Niki Lauda in the mid-1970s and was regarded as a talented communicator and strategist. His first step was to reorganize the structures: clear hierarchies, modernized production processes, a new quality management system. The goal: every Ferrari had to be not only special, but also perfect.

Internally, he introduced a philosophy that Enzo Ferrari would have liked: uncompromising passion, but with entrepreneurial foresight.

Road vehicles - icons with character

Under Montezemolo's leadership, the product portfolio was completely overhauled. Models such as the 348 were considered technically outdated - something new was needed without losing the soul of the brand.

His first milestone: the Ferrari F355 (1994) - a modern sports car with a V8 engine, brilliant drivability, iconic design and, for the first time, a sequential F1 gearbox. The F355 became the symbol of the new Ferrari: fast, elegant, drivable.

This was followed by:

• Ferrari 360 Modena (1999): lightweight construction, aluminum chassis, pure lines

• Ferrari Enzo (2002): Homage to the founder, technology carrier with F1 DNA

• F430, 612 Scaglietti, 599 GTB Fiorano: vehicles that anchored Ferrari in the luxury class

Montezemolo insisted that every new Ferrari had to hold its own both on the road and on the racetrack - in terms of technology, sound, design and emotion.

Design as a differentiating feature

Under Montezemolo, Ferrari's design line was characterized by clear, flowing shapes that made the car not only fast but also elegant. The partnership with Pininfarina was intensified, but at the same time given new impetus.

The focus was always on elegance without compromise. A Ferrari had to stand out - not through gimmickry, but through timeless aesthetics.

The result was a series of vehicles that were not only sold, but also collected, admired and exhibited.

Ferrari as a brand - luxury beyond the car

Montezemolo was one of the first managers in the automotive industry to understand that a brand like Ferrari is not limited to the product. He developed Ferrari into a universe of experiences:

• Ferrari flagship stores worldwide

• Ferrari World Abu Dhabi - a theme park as a brand temple

• License partnerships for watches, clothing and accessories

• Ferrari in Maranello and Modena

• Exclusive driving events and trackdays for customers

This strategy was not an end in itself. It served to establish Ferrari as a lifestyle statement - with commercial success. Margins increased, waiting times for vehicles became longer and the resale value stabilized at record levels.

Formula 1 - Success as a brand engine

Parallel to the economic renaissance, Montezemolo also ushered in a new era on the racetrack. With the establishment of the Dream Team around Jean Todt, Michael Schumacher, Ross Brawn and Rory Byrne (see chapter 8.3), the most spectacular series of successes in Ferrari was achieved from 2000 onwards.

But Montezemolo was not just a supporter, he was a patron. He kept political pressure away from the Scuderia, protected his people, provided resources - and made it clear: Ferrari must also lead in sporting terms in order to shine as a brand.

Internationalization and control

Another cornerstone of his strategy was the internationalization of the brand without losing its Italian soul. Under his leadership, Ferrari was synchronized worldwide, but never synchronized. In the USA, China, the Middle East - sales grew everywhere, accompanied by exclusive events, personalized customer experiences and regional adaptation while maintaining brand homogeneity.

Montezemolo always remained the cultural guardian. No model, no logo, no cooperation was implemented without his final approval. He adhered to the idea that Ferrari should not belong to just anyone - but only to those who deserve it.

The man who made Ferrari great again

Luca di Montezemolo was more than just a managing director - he was a curator of the legend. He combined economic acuity with cultural sensitivity, innovation with tradition. Under his leadership, Ferrari not only achieved sporting and commercial success - it also became a global luxury brand with soul.

The Montezemolo era shows: Ferrari can grow even without Enzo Ferrari - as long as the right people act in the spirit of the Commendatore.

9.3 - The technology revolution of the 2000s - carbon, wind tunnel, electronics

While the 1980s and 1990s were characterized by structural change, brand building and a sporting return for Ferrari , the 2000s heralded a profound technological revolution. It was the decade in which the traditional manufacturer finally transformed itself from an artisan manufacturer to a high-tech forge with Formula 1 genes.

Ferrari became a symbol of top automotive research - both on the road and on the race track. The focus was on three key areas: Carbon fiber lightweight construction, aerodynamic development in the wind tunnel and digital electronic systems, which ushered in a new era of driving.

1. carbon - from aircraft material to Ferrari

Carbon fiber - once an exotic solution from the aviation industry - became the central construction material at Ferrari in the 2000s. The reason was clear: no other material offers such high rigidity at such a low weight. And that was precisely the decisive factor - both for super sports cars and Formula 1 racing cars.

The first carbon components were already used in the Ferrari F50 (1995). But the real breakthrough came with the Ferrari Enzo (2002), whose monocoque and body parts were made almost entirely of carbon fiber. The Enzo was not just a tribute to the company founder - it was a drivable technology demonstrator.

The advantages were obvious:

• Improved crash safety despite weight reduction

• Increased torsional rigidity for more precise handling

• Lighter body for better power-to-weight ratio

These advances also influenced later production models such as the 430 Scuderia or the 599 GTO, in which carbon increasingly found its way into chassis components, interior parts and even brakes (carbon ceramics).

2. aerodynamics - the wind tunnel becomes a weapon

Another milestone in the 2000s was the massive investment in aerodynamic research. Ferrari was one of the first manufacturers to set up its own wind tunnel exclusively for road vehicles - a clear sign of the fusion of racing and series development.

The wind tunnel in Maranello, which went into operation in 1997, became the heart of the development department. This is where testing took place:

• Air flow patterns over the body and underbody

• Cooling efficiency and air resistance

• Buoyancy and downforce for high-speed stability

• Noise optimization at high speeds

Particularly in models such as the 430 Scuderia, the 458 Italia and later the F12berlinetta, the aerodynamics were not only functional, but could also be experienced visually - for example through integrated air ducts, active spoilers or the omission of classic wings.

In racing, this development led to increasingly radical forms: Slim cockpits, complex diffusers, developments supported by CFD (Computational Fluid Dynamics). The wind tunnel became the decisive tool in the performance formula.

3. electronics - control meets intelligence

However, the most far-reaching change probably concerned electronics. Where mechanics used to dominate, microprocessors, sensors and software algorithms now moved in - on the road and on the track. Electronics were no longer just assistance, but a strategic factor.

Ferrari introduced pioneering systems in the 2000s, including:

• E-Diff (electronically controlled differential): improved traction when exiting bends

• F1-Trac: Traction control with learning algorithm

• Manettino switch on the steering wheel: taken directly from Formula 1, allowing the driver to adjust driving dynamics systems such as ESP, damping and throttle response in real time

• Magnetorheological dampers: adaptive suspension with lightning-fast response to road conditions

These technologies made Ferrari faster, safer and more controllable - without diluting the emotional driving experience. On the contrary: intelligent systems actively supported the driver, not replaced him.

In motorsport, electronics became the invisible race director: telemetry, live data monitoring, strategy software - everything worked in the background to extract hundredths of a second.

The fusion of road and race track

The 2000s marked the phase in which Ferrari no longer used Formula 1 merely as an image channel, but as a development laboratory. Many of the technologies that were tested on the track soon found their way into series production.

Examples:

• The F1 gearbox from the 355 Challenge became the series standard

• Carbon-ceramic brakes from the F1 found their way into the Enzo

• Aerodynamic elements, such as the "S-Duct" from the F1, have been adopted for the 488 Pista

• Hybrid technology (KERS) from F1 later inspired the LaFerrari

Ferrari became the epitome of the symbiotic relationship between motorsport and road cars. No other manufacturer combined both worlds so seamlessly - and with such consistency.

Technology change as an identity booster

The technological revolution of the 2000s was not a departure from the myth - it was its logical continuation. Ferrari recognized early on that the future lay not in nostalgia, but in innovation. But unlike other brands, Ferrari never forgot where it came from.

Carbon made the vehicles lighter, the wind tunnel faster, the electronics smarter - but the heart continued to beat analog. The sound, the design, the feel - they remained unmistakable.

Ferrari proved that you can be a technological leader and emotionally distinctive. And that is what makes the brand unique to this day.

9.4 - Hybrid supercars and the balancing act between tradition and the future

Ferrari - that stands for roaring V12 engines, mechanical precision and the pure essence of automotive emotion. For decades, it was clear that a real Ferrari had a combustion engine at its heart, ideally twelve cylinders, high revs, a characteristic sound - and no compromises. But with the 21st century, the rules of the game changed.

Climate change, emissions legislation, new customer expectations and technological revolutions also put Ferrari under pressure. The traditional manufacturer's response was typical of Maranello: not adaptation through renunciation, but through vision. And so Ferrari began to work on something that had long seemed unthinkable: Hybrid drive - not as a stopgap solution, but as a promise of performance.

The first step: KERS and Formula 1

Back in the late 2000s, Ferrari experimented with KERS (Kinetic Energy Recovery System) in Formula 1 - a technology that stores braking energy and makes it available as additional electrical power. What was initially tested there as a performance tool would soon find its way into production vehicles.

Ferrari recognized early on that electrification is not only associated with sacrifice - but also with new possibilities for power development. This was the starting signal for a new chapter.

LaFerrari - the drumbeat

In 2013, Ferrari presented the LaFerrari - the company's first hybrid road car - at the Geneva Motor Show. And the name said it all: this car was not just a model, it was a manifestation of the company's self-image.

The LaFerrari combined:

• A 6.3-liter V12 with 800 hp

• An electric Hy-KERS system with 163 hp

• A system output of 963 hp

• No pure e-drive, but electric boost on demand

• A 0-100 km/h sprint in 2.6 seconds - with a top speed of over 350 km/h

Critics asked: Is this still Ferrari? The answer: more than ever. The LaFerrari remained analog in character, but digital in efficiency. The hybrid system was not used to save CO₂ - but to take performance to a new dimension.

With this model, Ferrari showed that you can advance technologically without selling your soul. The 499 Coupés and 210 Aperta models were sold out within a very short time.

SF90 Stradale - Hybrid for a new generation

An even clearer step towards the future was taken in 2019 with the Ferrari SF90 Stradale. Unlike the limited-edition LaFerrari, the SF90 is a production model - and the first that can drive purely electrically.

Its technical configuration:

• 4.0-liter V8 biturbo with 780 hp

• Three electric motors with a total of 220 hp

• System output: 1000 hp

• All-wheel drive - also a first for a Ferrari Ferrari

• 25 km purely electric range

• E-mode, hybrid and performance modes via new control interface
  
  

The SF90 is more than just a super sports car - it is Ferrari's answer to the new age. With it, Ferrari proves that hybridization not only goes hand in hand with responsibility, but also with driving pleasure, precision and suitability for everyday use.

The design remains uncompromisingly Ferrari: futuristic, flat, aggressive. The sound - electronically assisted - may be a little quieter, but the driving experience remains brute.

296 GTB - Less cylinders, more emotion?

The next milestone followed in 2022: the Ferrari 296 GTB, a plug-in hybrid with a V6 engine - the first return to the six-cylinder engine in a Ferrari Ferrari since the Dino. Initially an affront to purists, but on closer inspection: a technological masterpiece.

The 296 GTB offers:

• 3.0-liter V6 biturbo with 663 hp

• 165 hp electric power

• System output: 830 hp

• Optional all-electric driving over short distances

• Weight and balance at super sports car level

Ferrari deliberately positioned the 296 as a driver's car - light, agile, spontaneous. And at the same time as a technology demonstrator: Fewer cylinders do not mean less emotion - if the overall concept is right.

Technological change with cultural sensitivity

What sets Ferrari apart from many other manufacturers is its approach to change. While other brands communicate their electric offensive as a break, Ferrari stages the transition as an organic step. Not loudly, not dogmatically - but with technical finesse and cultural sensitivity.

Neither the LaFerrari nor the SF90 or 296 GTB attempt to erase the past. They expand it - like chapters in a great work.

Ferrari has managed to use technology as an amplifier of the brand soul - not as an antagonist. Every Ferrari Ferrari drives like a Ferrari, sounds like a Ferrari and feels like a Ferrari - but with an additional energy boost from the future.

Criticism and challenge

Of course, the balancing act remains difficult. Some purists complain about the loss of mechanical rawness that hybrid models bring with them. Others miss the pure V12 sound, the manual gearbox, the classic triad of throttle, clutch and instinct.

Ferrari knows this - and responds with offers for both worlds: Hybrid models for the future, special models such as the Daytona SP3 or 812 Competizione for the nostalgic. By 2030, a large part of the model range should be electrified - but without losing its character.

The quiet, rapid change

Ferrari has not only embraced hybrid technology, it has integrated it into its DNA. The LaFerrari, the SF90 and the 296 GTB show that innovation and identity are not opposites. They show that a brand can grow - without wavering.

Ferrari manages the balancing act between tradition and the future because the change is not loud, but determined. Because performance is not paired with renunciation, but with curiosity. And because what Enzo Ferrari once said still applies in Maranello:

"The car is born from the engine - but brought to life by the driver."

9.5 - Ferrari as a listed company - risk or opportunity?

For a long time, Ferrari was a bastion of exclusivity, of the untouchable - a brand whose appeal was based on myth, history and control. Nothing about Ferrari seemed compatible with the hectic pace of the capital markets. And yet, in 2015, the company dared to take a step that had been considered unthinkable for decades: Ferrari was floated on the stock market.

On October 21, 2015, RACE, the Ferrari, was traded on the New York Stock Exchange (NYSE) for the first time. It was later listed on the Italian stock exchange in Milan. What did this move mean? A sell-off of the myth - or a clever opening for a new era?

As is so often the case with Ferrari , the answer lies somewhere between rationality and emotion.

Why go public at all?

The decision to go public was largely driven by Ferrari's parent company at the time, Fiat Chrysler Automobiles (FCA). The group under legendary CEO Sergio Marchionne wanted to position Ferrari as an independent company in order to create value for FCA shareholders and pave the way for Ferrari to pursue an independent growth strategy.

The aim was to:

• Making Ferrari more economically autonomous

• Strengthening the capital base

• Attracting new investors

• Using market capitalization as a strategic tool for market valuation

Ferrari was placed 10% directly on the stock exchange, with a further 80% going to FCA shareholders on a pro rata basis. The Agnelli family, which controlled FCA, retained the majority via its holding company Exor.

The danger: dilution of the brand

Critics warned: A brand like Ferrari, which is based on exclusivity, limitation and control, could be damaged by stock market pressure. The typical requirements of listed companies - such as pressure to grow, quarterly figures and shareholder value orientation - were contrary to Ferrari:

"A Ferrari is not a mass product - it's a promise."

There was concern that Ferrari might be forced to:

• building more vehicles than would be good for the brand image

• to focus too much on the wishes of investors

• neglecting long-term values in favor of short-term profits

• dilute its aura through aggressive expansion

Because what made Ferrari great was never volume - but scarcity.

The opportunity: professionalization at the highest level

But Ferrari showed how a listed company can remain true to its DNA. The management under Marchionne and later under Louis Camilleri and Benedetto Vigna proved that the IPO was not a break, but a transition - with new tools, but old values.

Since the IPO, Ferrari:

• increased its margin to an industry high (over 24 % EBITDA)

• Production deliberately kept limited (approx. 13,000 vehicles per year, as of 2023)

• introduced new model lines without overstretching the core portfolio

• consistently invested in research & development, electrification and customer experience

• Entering new markets with the SF90 series and the Purosangue - under conditions true to the brand

Every strategic decision was communicated as an expression of brand awareness - not as a result of financial pressure.

Share price and economic development

The economic balance sheet speaks for itself. Since the IPO in 2015, Ferrari's market capitalization has risen from around 10 billion to over 70 billion US dollars (as of 2024). The share price has multiplied many times over - far better than the industry average.

Today Ferrari is regarded as:

• one of the most profitable car manufacturers in the world

• a must-have for institutional investors with a luxury and ESG focus

• a stable value with high brand loyalty and price sensitivity

• A rarity: a car manufacturer with luxury goods features

This position allows Ferrari to continue to grow selectively, enforce prices and invest in technology without having to rely on volume.

Corporate governance Ferrari

One key to success lies in Ferrari's management culture. The current CEO Benedetto Vigna, a physicist and tech insider with semiconductor experience, is pursuing a clear course: Ferrari should modernize technologically (especially in the areas of software, battery development and electromobility), but at the same time remain exclusive, independent and charismatic.

Exor - via the Agnelli family - continues to ensure a stable, long-term ownership structure. The Ferrari legend has not become a plaything of the stock market, but a controlled capital asset.

Stock market versus myth - a balancing act with precision

Ferrari's strategy is a prime example of a successful IPO in the luxury segment. While other companies are under pressure to give up their identity, Ferrari hasdefined the expectations of the market itself - not the other way around.

Example:
Ferrari announced that it would not present an all-electric Ferrari before 2025 - even though the market was pressing. This stance was not interpreted as backwardness, but as brand loyalty with foresight. The stock market accepted it - because Ferrari communicated why change takes time.

Risk mastered, opportunities seized

The IPO was a risky step for Ferrari - but also one with enormous potential. The company has managed to master the balancing act between myth and market. Not through adaptation, but through a clear stance and long-term planning.

Today, Ferrari is economically stronger, technologically more future-proof and more globally visible than ever. And it remains Ferrari - not because it bows to the stock market, but because it has helped to write the rules itself.

In a world in which many brands have become interchangeable, Ferrari shows that tradition, if managed correctly, is not a burden - but a competitive advantage.

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(in the last part 4 follows:)

Chapter 10: Ferrari in the 21st century - luxury, technology and hypercars
Chapter 11: The cult lives on - Ferrari as lifestyle, icon and investment

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