以下是内容的中文翻译： 优步（Uber）首席执行官达拉·科斯罗萨西（Dara Khosrowshahi）进行了一次广泛的对话，涵盖了他的个人经历、对印度市场的洞察，以及出行、配送和技术的未来趋势。 科斯罗萨西首先分享了他的背景，他出生在伊朗沙阿进行现代化改革的时期。他反思了导致伊斯兰革命的因素，认为沙阿过于注重军事力量，而忽视了主要城市以外人民的需求，从而导致了一种倾向于宗教方式的文化运动。尽管如此，他表达了对伊朗过去美好前景的怀念，特别是其对教育和女性机会的重视。 他谈到了他个人的精神信仰以及他对人性的善良的信念。 过渡到他的职业生涯，科斯罗萨西讨论了他在Allen & Company的经历，以及他对巴里·迪勒（Barry Diller）的钦佩，强调迪勒坚持直接接触数据，以避免组织内部的信息过滤。他描述了他在创建Expedia中的作用，强调了针对那些准备迁移到线上的线下企业的战略，特别是在旅游、个人服务和票务方面。 他表达了他对人性的信仰而非宗教信仰。 他分享了他的信念，即像人工智能这样的技术应该被设计用来支持人类最擅长的事情。 谈到印度市场，科斯罗萨西承认Ola过去曾是竞争对手，但认为Rapido是目前的主要挑战，并赞扬了他们的订阅模式，该模式允许司机赚取更多收入。他讨论了优步在出行方面第三大市场的地位，以及该市场提供的人才储备。然而，他为优步退出印度外卖市场、将Uber Eats出售给Zomato的决定辩护，强调优步专注于建立核心运营业务，而不是成为一家投资公司。 关于旅行的未来趋势，科斯罗萨西预测人工智能代理将促进更便捷的预订和改进的发现，以及增强的在市场体验，例如简化的酒店入住流程。 他指出优步在个人体验方面的优势。 他倡导不要追求旅行的灵感方面，因为主要公司可能会这样做，而是专注于市场体验。 深入探讨优步目前的定位，他将其设想为日常生活的操作系统，在交通、食品和零售方面提供便利。对于司机和快递员，他强调优步作为一种灵活的收入来源的作用。 他强调了交付的活力，以及食品以外的业务日益增长的重要性。 科斯罗萨西强调了网络效应对出行和配送业务的重要性，这使得新进入者难以竞争。他建议在扩张之前，专注于利基市场和本地流动性，这与优步早期的战略相呼应。 关于领导力，他谈到了保持真实和适应性。他分享了一个关于实施新冠病毒裁员的故事，以及在某个时候，领导者必须做出决定并执行决定，而不是通过协作达成共识。 关于自动驾驶汽车，科斯罗萨西重申了他对安全至上的信念，并支持使用包括摄像头、雷达和激光雷达在内的多种技术。他承认全面部署需要很长时间，估计在十年内会产生重大影响，但在20年内会产生广泛的自主影响。 科斯罗萨西谈到了中国电动汽车制造商带来的挑战，将他们的成功归因于激烈的国内竞争，这种竞争既受到自上而下的政府战略的驱动，也受到自下而上的创新的驱动。 最后，他分享了他对品牌和营销的见解，特别是像TikTok和Instagram这样的社交媒体平台对于新兴品牌越来越重要。科斯罗萨西还提到了优步关于互联的应用程序和服务生态系统的计划。 他强调了选择能够向他人学习并在世界上有所作为的工作的重要性。

Dara Khosrowshahi, CEO of Uber, engages in a wide-ranging conversation covering his personal journey, insights into the Indian market, and future trends in mobility, delivery, and technology. Khosrowshahi begins by sharing his background, born in Iran during the Shah's modernization efforts. He reflects on the factors leading to the Islamic Revolution, suggesting the Shah focused too heavily on military power and neglected the needs of people outside major cities, leading to a cultural movement towards the religious way. Despite this, he expresses nostalgia for Iran's past promise, particularly its emphasis on education and opportunities for women. He talks about his personal spiritual believes and his belief in the goodness of humanity. Transitioning to his career, Khosrowshahi discusses his time at Allen & Company and his admiration for Barry Diller, highlighting Diller's insistence on direct engagement with data to avoid information filtering within organizations. He describes his role in building Expedia, emphasizing the strategy of targeting offline businesses poised for online migration, particularly in travel, personal services, and ticketing. He expresses his belief in humanity over being religious. He shares his belief that technology, like AI, should be designed to support what human does best. Turning to the Indian market, Khosrowshahi acknowledges Ola as a past competitor but identifies Rapido as the current primary challenge, praising their subscription model that allows drivers to earn more. He discusses Uber's third-largest market in mobility trips and the talent pool it provides. However, he defends Uber's decision to exit the Indian food delivery market by selling Uber Eats to Zomato, emphasizing Uber's focus on building a core operating business rather than being an investment company. On future trends in travel, Khosrowshahi predicts AI agents facilitating easier booking and improved discovery, as well as enhanced in-market experiences, such as streamlined hotel check-ins. He notes the advantages of Uber in personal experience. He advocates not going after the inspiration side of travel, as major companies will likely be doing that, rather, focusing on the in market experience. Delving into Uber's current identity, he envisions it as an operating system for daily life, providing convenience in transportation, food, and retail. For drivers and couriers, he emphasizes Uber's role as a flexible source of earnings. He highlights the dynamism of delivery, and the increasing importance of services beyond food. Khosrowshahi emphasizes the significance of network effects in the mobility and delivery business, making it challenging for new entrants to compete. He suggests focusing on niche markets and local liquidity before expanding, mirroring Uber's early strategy. On leadership, he talks about remaining authentic and adaptable. He shares an anecdote about implementing COVID layoffs and how, at a point, a leader must make a decision and execute the decision, instead of collaborating to reach a consensus. Regarding autonomous vehicles, Khosrowshahi reiterates his belief in safety as paramount and supports the utilization of multiple technologies, including cameras, radar, and LiDAR. He acknowledges the long time horizon for full-scale deployment, estimating significant impact within ten years but wide reaching autonomous impact within a 20 year horizon. Khosrowshahi addresses the challenges posed by Chinese EV manufacturers, attributing their success to intense domestic competition driven by both top-down government strategy and bottoms-up innovation. He concludes by sharing his insights on branding and marketing, particularly the increasing importance of social media platforms like TikTok and Instagram for emerging brands. Khosrowshahi also touches on Uber's plans for a connected ecosystem of apps and services. He highlights the importance of choosing work where a person can learn from others and make a difference in the world.