People and processes
The founder and CEO of Uber, Travis Kalanick, is stepping aside because his combative personality and the culture he created at Uber are no longer in line with the business’s need to be both more stable and predictable and more socially responsible and engaged with the communities where it is operating. His ruthlessly aggressive style has successfully created a ride-sharing industry and grown it to a billion dollar global business, but he had bruised relationships with everyone – employees, drivers, customers, service suppliers, regulators and politicians. Those partners that Uber needs to succeed were instead creating obstacles and seeking more compatible alternatives. It has been clear for some time that change was required at Uber – in leadership, style and processes – if global expansion was to continue. Kalanick finally got the message.
What about your business? Are the right people in the right place? Are you?
Has your business evolved beyond the capabilities of the people who got you started? Back then you were looking for energy, enthusiasm, entrepreneurial spirit and people willing to do whatever was required without costing too much. In the early stages, you, your partner and the office manager were all willing and able to do the sales, administration and customer service, make the coffee in the morning and set the alarm at night. The technician was also the shipper-receiver and the receptionist was also secretary and bookkeeper. The business was smaller and life was simpler.
Now you need more specialized expertise with knowledgeable and experienced management all working together effectively using more sophisticated technology and tools for marketing, sales and customer service, managing more employees with widely varied backgrounds, keeping on top of regulatory requirements, running the business on smart phones and keeping systems secure. Even the coffee machine is more complicated and needs a specialist.
Those early employees deserve your loyalty and respect and should have the opportunity to learn and develop into larger roles, but they will not all be capable of evolving in line with the needs of your evolving business. Energy and enthusiasm can only get you so far. (Maybe that helps explain what is holding you back from evolving to the next level in your business.)
You do not have to get as big as Uber before the people and processes that got you started are no longer helping you succeed and grow. Check that your organization has evolved as much as the competitive world around you.
Be better. Do better.
Your Uncle Ralph, Del Chatterson
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