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安德鲁·麦克唐纳，Uber总裁兼首席运营官，同时也是该公司任职时间最长的在职员工，坦诚分享了公司过去、现在和未来的情况，探讨了领导力、创新以及战略挑战。首席执行官达拉·科斯罗萨西称赞他为广受好评的“执行机器”，而麦克唐纳则将自己的成功归因于始终将“对Uber最有利的事情”放在首位，从而培养了信任并获得了追随。他还强调了改变想法的重要性，并引用了贝佐斯的一句名言。 麦克唐纳回顾了他最初对会员计划Uber One的怀疑态度，他现在承认那是一个错误。尽管他当时更倾向于使用短期杠杆，例如针对核心打车业务（价格、可靠性、安全性）的定价和司机供应，但Uber One已被证明是最有效的长期消费者杠杆。它通过鼓励用户在出行和外卖服务中增加使用并降低用户流失率，从而显著提升了增量总预订量（IGB）和客户生命周期价值（LTV）。他指出，要让Uber达到亚马逊Prime或Costco那样的市场主导地位，需要提供更多感知价值高、成本低的福利，考虑到Uber的变动成本模式，这是一项挑战。 由于其庞大的规模（年总预订量接近2500亿美元），Uber面临着“创新者的窘境”。任何新产品都必须展现出达到数十亿美元商品交易总额（GMV）的潜力，才能被视为有意义。为了促进创新，Uber运营着一个名为“增长押注”（Growth Bets）的项目，投入专项资源孵化新业务，并强调早期创业公司在快速迭代和资源受限的环境中更能蓬勃发展。麦克唐纳强调，尽管2亿月活跃用户提供了强大的分销优势，但要有效利用其推广新产品，需要谨慎的内部优先级排序。 麦克唐纳指出，在2亿用户之外进行扩张时，价格是主要障碍。全球大部分交通出行交易都发生在远低于Uber核心服务定价的水平。实现更广泛的普及意味着通过自行车、电动滑板车和公共交通整合等多样化模式，以及未来的自动驾驶汽车来降低平均交易成本。他设想了一个未来（未来15-20年），届时汽车私有制将被淘汰，人们将依赖于多种共享出行选择。 自动驾驶汽车（AV）对Uber而言是“生死攸关”的，因为它们代表着一种更优质、更安全、最终更具成本效益的产品。尽管目前的自动驾驶汽车仍有局限性，但麦克唐纳相信它们将每日进步，最终主导交通出行。回顾Uber在COVID-19危机期间剥离其ATG自动驾驶部门的往事，他承认当时很艰难，但坚持认为专注于核心业务是正确的战略选择。他相信“分销制胜”，并认为像Waymo和特斯拉这样的自动驾驶开发商最终将与Uber合作，鉴于Uber庞大的客户基础，以最大限度地提高车辆利用率。然而，他也指出自动驾驶汽车普及程度存在巨大的地域差异，尤其是在印度和巴西等劳动力成本极低的市场。 关于人工智能（AI），麦克唐纳回应了关于Uber“四个月烧光一年预算”的头条新闻。他澄清说，尽管新技术的预算编制很困难，但Uber在内部流程中看到了切实的投资回报率（ROI），例如缩短资本分配或财务预测的时间。挑战在于精确量化投资回报率，并将效率提升转化为人员削减。Uber正在试验将人员和计算资源合并的预算池，允许团队在回报最高的地方分配资源，并利用内部排行榜来提升AI使用中的成本意识。他承认“前沿实验室”成为竞争对手的风险，但他相信Uber的“物理世界”组成部分使其比其他一些行业更不易受攻击。 回忆起竞争激烈的Uber中国时代，麦克唐纳描述了每周仅在价格补贴上就烧掉5200万美元，由于平台限制，与滴滴“束手束脚”地竞争。尽管他承认一家美国科技公司要主导中国的出行市场从未真正可行，但他认为最终退出并出售给滴滴，对一家西方公司来说，是一个相对成功的结果。他强调对Delivery Hero的收购是一项战略举措，旨在迅速扩大Uber Eats的地理覆盖范围，并在新市场利用强大的本地品牌。 最后，麦克唐纳分享了主要的领导力心得：从特拉维斯·卡兰尼克那里，他学到了“创造性解决问题”的艺术和阐明自己想法的能力；从达拉·科斯罗萨西那里，他学到了“管理源于组织架构，领导力源于内心”的理念，强调同理心和以身作则。他个人接受的建议，来自一位前同事，是“永远对新机会说‘是’”，并相信自己能够适应并取得成功。

Andrew McDonald, President and COO of Uber and its longest-tenured active employee, offers a candid look into the company's past, present, and future, discussing leadership, innovation, and strategic challenges. Described by CEO Dara Khosrowshahi as an "execution machine" who is widely liked, McDonald attributes his success to always prioritizing "what's best for Uber," fostering trust and followership. He also emphasizes the importance of changing one's mind, citing a quote attributed to Bezos. McDonald recounts his initial skepticism regarding Uber One, the membership program, which he now admits was a mistake. While he favored short-term levers like pricing and driver supply for core ride-hailing (price, reliability, safety), Uber One has proven to be the most efficient long-term consumer lever. It significantly boosts Incremental Gross Bookings (IGB) and customer Lifetime Value (LTV) by encouraging increased usage across mobility and delivery and reducing churn. He notes that for Uber to reach the dominance of Amazon Prime or Costco, it needs to offer more high-perceived-value, low-cost benefits, a challenge given Uber's variable cost model. Uber faces an "innovator's dilemma" due to its massive scale (approaching $250 billion in annual gross bookings). Any new product must show a path to multi-billion dollar GMV to be considered significant. To foster innovation, Uber runs a "Growth Bets" program, allocating dedicated resources to incubating new businesses, emphasizing that early-stage ventures thrive on rapid iteration and resource constraint. McDonald stresses that while the 200 million monthly active users offer a powerful distribution advantage, leveraging it effectively for new products requires careful internal prioritization. Expanding beyond 200 million users, McDonald identifies price as the primary inhibitor. The majority of global transportation transactions occur at price points significantly lower than Uber's core offerings. Achieving wider adoption means lowering the average transaction cost through diverse modes like bikes, scooters, and public transport integration, as well as future autonomous vehicles. He envisions a future (15-20 years out) where car ownership is obsolete, with people relying on a mix of shared mobility options. Autonomous vehicles (AVs) are deemed "existential" for Uber because they represent a superior, safer, and eventually more cost-effective product. Although current AVs have limitations, McDonald believes they will improve daily, eventually dominating transportation. Reflecting on Uber's past divestment of its ATG autonomous division during the COVID-19 crisis, he acknowledges the difficulty but stands by the strategic focus on the core business at the time. He believes "distribution wins" and that AV developers like Waymo and Tesla will ultimately partner with Uber to maximize vehicle utilization, given Uber's massive customer base. However, he also points out the vast geographical differences in AV adoption, especially in markets like India and Brazil where human labor costs are extremely low. Regarding AI, McDonald addresses the headline of Uber "blowing through a year's budget in four months." He clarifies that while budgeting for new tech is tough, Uber is seeing tangible ROI in internal processes, such as reducing the time for capital allocation or financial forecasting. The challenge lies in precisely quantifying the ROI and translating efficiency gains into headcount reductions. Uber is experimenting with combined budget pools for headcount and compute, allowing teams to allocate resources where they see the highest return, and using internal leaderboards to promote cost awareness in AI usage. He acknowledges the risk of "frontier labs" becoming competitors, but believes Uber's "physical world" component makes it less vulnerable than some other industries. Recalling the intensely competitive Uber China era, McDonald describes burning $52 million a week just on price subsidies, battling Didi with "one hand tied behind our back" due to platform restrictions. While admitting it was never plausible for a US tech company to dominate China's mobility market, he views the eventual exit to Didi as a relatively successful outcome for a Western firm. He highlights the Delivery Hero acquisition as a strategic move to quickly expand Uber Eats' geographic footprint and leverage strong local brands in new markets. Finally, McDonald shares key leadership takeaways: from Travis Kalanick, the art of "creative problem-solving" and explaining one's thinking; from Dara Khosrowshahi, the philosophy that "management comes from an org chart, leadership comes from the heart," emphasizing empathy and leading by example. His personal advice, given by a former colleague, is to "always say yes" to new opportunities, trusting oneself to adapt and succeed.