Uber
Uber Company Culture & Values
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
What's the company culture like at Uber?
Strengths in collaboration, engagement, and decisive post-2017 cultural reforms are accompanied by concerns about workload, uneven fairness across roles, and fatigue from policy shifts and reorganizations. Together, these dynamics suggest a mission-driven culture that is improving yet variable by team and role, with day-to-day experience shaped by leadership choices and a demanding pace.
Positive Themes About Uber
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Collaborative & Supportive Culture: Colleagues are often described as smart and collaborative, with offices serving as central hubs for teamwork. Many look forward to interacting with their teams, and norms like “One Uber” reinforce cross-functional partnership.
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Effective & Decisive Change Leadership: Following the 2017 cultural crisis, leadership implemented reforms emphasizing transparency, accountability, safety, and refreshed values. This reset is portrayed as a deliberate shift toward customer orientation, inclusivity, and ethical conduct.
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High Morale & Engagement: The environment is frequently characterized as positive and mission-driven, with many expressing pride in the work and enthusiasm for a dynamic, fast pace. Recognition mechanisms and value-based celebrations further reinforce shared purpose.
Considerations About Uber
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Workload & Burnout: Some accounts describe long hours, fast-moving expectations, and workload spikes after layoffs, leaving individuals absorbing additional responsibilities without corresponding support. Certain teams note a demanding pace as a recurring pressure on work-life balance.
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Favoritism & Inequity: Sentiment varies notably by role and department, with Customer Success and IT cited as less happy and drivers reporting feeling unappreciated and unfairly compensated compared to corporate staff. Instances of feeling undervalued next to expatriate colleagues and historical pay-fairness concerns reinforce uneven experiences.
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Change Fatigue & Ineffective Decision-Making: Policy shifts such as tighter return-to-office requirements and lengthened sabbatical eligibility are described as unpopular and top-down, prompting frustration for some. Periodic reorganizations and shifting priorities are also cited as wearing on stability and autonomy.
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