Uber의 문화 혁신과 향후 포부

### Uber의 변화: 문화 변화, 혁신, 개인적 성찰
* 🚀 다라 코스로샤히는 2017년 독성 문화와 내부 혼란 속에서 우버를 인수한 후 **책임감 있는 성장을 위해 회사 문화를 변화**시키는 데 크게 집중했습니다.
* 💡 그는 **Uber가 혁신과 인재에 강점**이 있지만 규제 당국의 의견을 경청하고 운전자 기반에 서비스를 제공하는 데 중점을 두어 **성장 마인드를 보완**해야 한다고 강조했습니다.
* 📈 그의 리더십 아래 **Uber는 2023년 첫 영업이익**을 달성하며 회사의 중요한 이정표를 세웠습니다.
* 🌍 코스로샤히는 **Uber가 자동차에서 택시, 버스, 식료품까지 확장**하여 사용자가 어디든 가고 무엇이든 얻을 수 있는 플랫폼이 되기를 꿈꾸고 있습니다.
* 🏪 아마존과 직접 경쟁하는 대신 **우버의 택배를 활용해 지역 상인들의 시장 경쟁력을 강화**하는 것이 그의 목표입니다.
* 🤝 그는 **일론 머스크와의 경쟁이 쉽지 않다**는 점을 인정하면서도 자율주행차 업계와 협력하여 **더 안전하고 저렴한 차량**을 만들고 싶다는 바람을 드러냈습니다.
* 🌟 코스로샤히는 개인적인 성장에 대해 성찰하면서 젊은 시절의 자신에게 경력 성공에만 집중하기보다는 인생의 경험을 받아들이라고 조언하며 **"세상이 나를 변화시키는 것"이 행복으로 이어질 수 있다고 제안**했습니다.
* 🌍 궁극적으로 그는 젊은이들에게 탐험과 여행을 장려하며 **야망과 인생의 풍부한 경험의 균형**을 맞추고자 합니다.

다라 코스로샤히는 책임 있는 성장과 혁신의 문화를 우선시하여 Uber를 변화시켰습니다.

Dara Khosrowshahi, welcome to 5 Questions with a CEO. Thank you. You took over Uber in 2017 at a time when the company was beset by a toxic culture, a lot of internal turmoil, disputes with regulators. And you've turned that around. Yes. To what extent did that require a change of culture? Is that what you focused a lot on? I think very much a change of culture. Now, I would say that Uber had its strengths of culture at the time; an incredibly innovative company, focused on growth, great talent at the company as well. But it was complementing that innovative culture with a view of responsible growth, which is sometimes, I tell the team, sometimes you have to slow down in order to speed up, listening to regulators' concerns, going out and meeting with the mayors of the various cities in which we operated. And to start to drive innovation,

not just in terms of product, but in terms of innovation that was serving our driver base, regulators, the cities in which we served, growing the right way, so to speak. When the two came together, then we were able to grow the company and get it to where we are now, which is a profitable large-cap company. First profits? First operating profit 2023? Yes, yes. Very proud of that. And hopefully, much more to come. Inflexion point, as you said at the time, customers now can order cars, a courier service as well, Uber Eats, of course. How far do you want to go? Well, we essentially want to power anyone to go anywhere and get anything. We're going to wire up every single vehicle that moves. So we started with Uber cars. We have taxis now. We have London black cabs available. We have buses. We have mass transit.

We have two-wheelers and a lot of developing markets, tuk tuks in India as well. Anything that moves, we want to wire it up. Actually now, you can get train tickets here in London as well on Uber and then get anything, which as we started with food, but now we have groceries available on the app, pet food, drugstores, et cetera. We want to make your life a little bit easier. Anywhere you want to go in your city and anything that you want to get, we want to empower you to do so. So do you want to take on Amazon? Because some analysts now say that you may be trying to do too much. Well, we don't want to take on Amazon in that we don't have warehouses. We don't store any of these goods. We want to empower the local merchants to be more competitive with Amazon. One of the disadvantages that local merchants have is they

can't build the fulfillment infrastructure that Amazon has built. Well, we have couriers on the ground in your city, and we can allow that local merchant to some extent out Amazon. Amazon will get you something the next day. Your local merchant can get you something in the next hour or two. And we also think that our users want to support their local merchants as well. So it's not us taking on Amazon, but it is empowering small local enterprises to be more competitive with Amazon. Let's talk about Elon Musk. Uber dropped its own driverless vehicle division, but you have been working with other companies. We know that Musk is about to unveil robotaxis and may want to have his own platform. How do you compete with that? Well, obviously, competing with Elon Musk is no easy matter, and we take nothing for granted. We really want to partner with the autonomous industry. Ultimately, we think that autonomous technology can

be safer, can make rides available more affordably to people all over the world. It's going to take some time for the technology to come into the main line. But we partner with Waymo, with Cruise, with Wave here in the UK, and our hope is that to the extent that Elon and Tesla build some great technology, when it's safe and ready to use, they plug it into the Uber network, and we can all win together. Will you have robotaxis on the Uber platform? Well, we have robotaxis on the Uber platform today, for example, with Waymo and... Tesla... We'll see. I think that's up to what Tesla does. We have a lot of Teslas on the platform. They're great EVs. Drivers love it. And to the extent that they're robo Teslas, we'd love to have it on the platform. But if not, I don't think this is

going to be a winner-take-all marketplace. We believe in the spirit of partnership. We'll see what Tesla does, and either we'll compete with them, or we'll work with them, or a combination thereof. So Dara, are a more personal question. What would you tell your 25-year-old self? I think what I would tell my 25-year-old self is people put a lot of pressure on the young people to go out and change the world and change everything around them. I would say, let the world change you. It's a time when you're young. It's a time to experience things. It's a time for you to shape yourself. And if you let the world change you, then you'll have a good life of happiness. And maybe then, you can change it back one day. So chill? That's what you would tell yourself? Not chill. Go out there and experience life.

Go out, travel, try a bunch of different things. I think I was really focused on work and being successful a little bit too much. And maybe I missed out on some of life's experiences. So I did pretty well, but I'd definitely tell... Not too badly, yes. ...yeah, maybe chill a little bit or run out into the world a little bit more. Well, Dara, thank you very much. Thank you very much.

Uber CEO Dara Khosrowshahi | 5 Questions

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Uber의 다라 코스로우샤히 리더십

다라 코스로샤히는 2017년 내부 혼란과 독성 문화가 만연하던 시기에 Uber를 인수했습니다.

그는 책임감 있는 성장을 장려하고 규제 당국과 시 당국의 의견을 경청하여 회사 문화를 변화시키는 데 주력했습니다.

그의 리더십 아래 Uber는 이제 모든 사람을 위한 교통 및 배달 서비스를 제공한다는 비전을 가지고 수익성 있는 대기업으로 성장했습니다.

Uber의 사업 확장 및 현지 역량 강화

Uber는 사용자의 삶을 더 편리하게 만들기 위해 기차표, 식료품, 애완동물 사료 등으로 서비스를 확장하고 있습니다.

또한 지역 상인들에게 빠른 배송을 위한 택배를 제공함으로써 아마존과 경쟁할 수 있는 역량을 강화하고자 합니다.

Uber의 접근 방식은 엘론 머스크와 같은 기업과 직접 경쟁하기보다는 자율주행 업계와 협력하여 자율주행 기술 개발을 위한 협업에 집중하는 것입니다.

로봇택시 및 파트너십을 통한 우버의 미래

Uber는 웨이모, 크루즈, 웨이브와 같은 기업과의 파트너십을 통해 전 세계적으로 더 저렴한 차량 서비스를 제공하는 것을 목표로 하고 있습니다.

이 플랫폼은 이미 로봇택시를 운영 중이며, 테슬라의 기술과의 협업에 중점을 두고 있습니다.

CEO는 젊은이들에게 인생 경험의 중요성을 강조하며 세상이 자신을 만들어가도록 하라고 조언합니다.

연사는 일과 성공에 지나치게 집중하여 중요한 인생 경험을 놓친 것에 대해 반성합니다.

그들은 잘하는 것을 인정하지만 세상을 탐험하고 새로운 것을 시도하는 것이 중요하다고 제안합니다.

화자는 다른 사람들에게 긴장을 풀고 인생의 기회를 더 많이 받아들이라고 조언합니다.