Harvard Business Review

JULY 24, 2017

Major organizational changes, covering everything from recruiting and branding to regulatory approvals and marketing, happened in rapid succession, with a hard deadline of 12 months to get it all done for the IPO — and 18 months from the IPO until our full separation from GE. Of course, the journey isn’t over.

Management 9

Management IPO Diversity Long-term 9

Harvard Business Review

AUGUST 6, 2014

At the time, though, we were just in search of a new approach to building a sustainable business in that critical but often difficult market. In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. Things hadn’t gone well up until that point.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9

Harvard Business Review

MARCH 7, 2017

Stellar recruitment is vital, of course, but it can be easy for an HR organization to myopically focus on delivering those services in their efforts to serve leaders and be a strategic partner. Today Uber is no startup, with 11,000 employees, not including its drivers, and a 2017 market value at IPO that is estimated as $28–$70 billion.

Compliance 10

Compliance Hedge Human Capital Finance 10