Members of the media gleefully reported on its PR woes.
They range from former employee Susan Fowler's allegation of sexual harassment to being sued for alleged poaching of IP from Google. Both, if proven true, can tarnish this brand already disliked by too many.
But that, to leverage the cliché, is just the tip of the iceberg. As The Economist reports in the current issue, its core challenge is a business one. And that's happening on two fronts.
One, the highest court in the European Union - the European Court of Justice - will be determining how Uber should be classified. Is it a digital service or does it deal in transportation?
If the latter, then it will have to comply with myriad regulations. No one needs The Donald to tell them that regulations add on lots of baggage in operating an enterprise. Carrying that baggage is expensive and usually slows down the company's metabolism.
And, two, Uber has to get the hang of making a profit. After all, isn't that what business is about. Last year, it has reportedly lost about $3 billion on $5.5 billion in revenue.
Burning through cash that quickly in order to grow the business gets old. Also, it transmits the message to those who help fund the company that this one may be very late to the IPO party. Or never arrive at all.
Clearly, the leadership at Uber has more on its plate than just a mea culpa about its culture. Meanwhile, Lyft has transformed itself into a fierce competitor. Will Uber fade before self-driving vehicles free it of the burden of dealing with driver issues?
It had been Larry Page, head of Alphabet, who observed that businesses fail to thrive usually because they miss the future. Uber might not even have a shot to participate in it.
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