I think Uber board picked an amazing leader as the new CEO , despite all the leaks and drama and all around it . With adult supervision from the new boss and hiring experienced leaders to work for him in various functions , I think a lot of their current problems with culture , litigation , board politics, driver retention etc will get resolved .

Solving the current problems is unfortunately just table stakes really . The fundamental question in my mind is whether Uber has a sustainable business model . How long can they capture growth by subsidizing costs when we are talking in multiple billions ?

Clearly, they have made some mis-steps by trying to optimize for market share at all costs . So getting out of some international markets was a necessary step , and I expect more of the same for near future . Getting out of leasing also seems like a smart thing to do .

I am a firm believer that driverless cars will become a mainstream reality soon – between google , Tesla , uber and many others putting their might behind it – it’s only a matter of time . But that time is not in next couple of years . So for foreseeable future , they have to subsidize human drivers and figure out better ways to retain drivers . And then there will be a period where self driving cars and human driven cars will do-exist . And some time in far future – perhaps they can switch to mostly driverless cars ( assuming they have the legal and political backing to do so in the major markets ). Will investors agree to bleeding money for that long ?

Also – when they do mostly driverless cars, wouldn’t they just incur even more costs for owning ( or leasing ) and maintaining a big fleet ? And my guess is that insurance cost will be quite high for the in-between period where they need both human driven and self driving cars .

Not sure how to correctly extrapolate here – but my best guess is that for next decade it is not going to make profitable revenue with the “cheap taxi” business alone , while also capturing significant chunks of the global market.

While uber is getting out of some geographic markets, it’s definitely entering some adjacencies – like trucks and boats. But the business model is still the same – so all the problems with the economic model of taxis should apply to boats and trucks too .

First mover advantage is with uber – but there is always the significant risk of fast followers who can learn from Uber’s mistakes and avoid the heavy initial capital investments and expenses .

If private markets are fine with all this and Uber just chooses to remain privately held for a very long time – none of this might be an issue . But going to public markets without proving out their business model seems like mission impossible . Even in private market, my suspicion is that they cannot sustain the $69B valuation given all the economic issues . And a loss in valuation might start a round of talent attrition which might make it really hard to execute on whatever roadmap the new CEO puts in place .

So all things considered – I think the main challenge for the new Uber CEO might not be the things in the news now . They are all no doubt important problems to solve , and unless he solves them first – there might not even be a chance to change the business model . But the true fight in my mind is to figure out how to run this business as a sustainable enterprise , while preserving as much of the valuation as possible .

Given the size of the short term and long term challenges for uber – I hope the CEO, the board and the staff of Uber have the stamina to do a few marathons back to back !

Just as I was about to hit the sack yesterday night , I got the news that Vishal has submitted his resignation and moved to a executive vice chairman role . I was not surprised – for at least the last year, I felt it was just a when question, not an if question .

The story of Vishal’s tenure at Infosys and his exit yesterday follows the plot of the average Indian “flood of tears, and well dressed rich people” TV serial . It goes like this in general …

Groom’s parents finds a beautiful and highly educated bride for their son and parades her around friends and family . Then at some point, the in-laws get buyer’s remorse ( jealousy of bride being smarter than their own kids and immediate family is the usual story line ) and starts a routine of mental torture . The dutiful young bride tries to make it work despite the hostile environment for a long time, due to her kindness of heart and respect for tradition – but finally with the support of friends and mentors , says “screw it, I am divorcing the guy”. And even at the divorce court , the teary eyed guy says “But I still love you” while he signs the court paperwork . He might even break into a long monologue about how his parents didn’t do the right thing , but he wishes his now ex-wife well ! The newly free young woman also does her monologue on how hard she tried to make it all work , but realized the abuse was too much and life is too short to stay at it . And throughout the story you keep seeing crying children who are torn apart .

There is a very cruel joke about the “in-laws – bride” story – which goes “I don’t care if my brother dies in the process , All I want is to see my sister-in-law’s tears” .

Well – it was quite the drama, to say the least . I applaud Vishal for hanging in there all this time and putting a brave front to the external world even when the founders did everything they could to undermine his position .

Infosys is an iconic company . When people of my generation came out of college , we wanted to join one amongst TCS, Wipro or Infosys . Apart from Vishal and many other ex-SAP colleague, I have several friends who work there and who care deeply about the company .So it is painful for me to watch this , even though I am not directly affected by it .

Culture change is a hard task for anyone – and there are more failures than successes when it comes to large scale transformations . It was a brilliant experiment to bring in a software veteran to turn around a services company . Some experiments succeed and some fail – this one failed rather miserably and there are probably many reasons for it . But it should not be forgotten that it’s easy to fail and really hard to succeed , and by adding distractions – the founders and the media certainly didn’t increase the odds of success .

In hind sight , there are perhaps things Vishal could have done better on a few aspects .

1. Instead of hiring most of his old team from SAP labs , perhaps he could have targeted top tier consulting companies to find leadership talent . That would have been a harder sell for sure than convincing loyal friends . Most of the SAP talent left he hired left any way – and several of legacy Infosys leaders also left .

2. The whole $20B target was a bad idea as it was unrealistic . It just proved to be a distraction for the company than a motivation . I don’t blame him for setting a high goal for his team internally – doing so externally seemed misguided . Why didn’t the board counsel him on that ?

3. Innovators dilemma proved to be real . Like Vishal – I also think the future of the consulting business is where the distinction between products and Servcies blur . So he invested and ring fenced innovation on products . But in the overall picture – that was a tiny portion of the company and the larger legacy business just didn’t transform quickly . It also didn’t help that the product business didn’t take off at rocket speed – and had multiple leaders quit in a short period.

But then hind sight is always 20/20. If anything we should applaud Vishal for his bold vision of future of the company and the industry . And he has always been a big proponent of customer focus .

It’s a good lesson for the rest of the industry is understanding the challenges of culture changes . Every large company has its “antibodies” that will attack anything new – for good and bad reasons . Having demonstrated this in public , I wonder if Infosys can now attract top caliber candidates for its leadership ranks any more . My best guess – not that what I think matters – is that they will make an internal candidate the full time CEO , and base that person out of their HQ in Bangalore . That could be one of the younger founders too I guess .

As for Vishal – I really hope he and Vandana take a long vacation , catch-up on sleep and so on . They deserve a break away from all the stress . When he comes back , I think the best option for the world will be to have Vishal as a VC and professor .

Good luck, V !

For the most part, I have had a pretty good career so far – not spectacular by any stretch of imagination , but can't complain either . And I attribute most of it to having great leaders who helped me grow.

My interest in leadership started for a simple (and awkward) reason – in the early part of my career, I had some really awful managers. My solution was to stand up for what was right in my mind and often leave the company as a result. So by the time I was given a leadership role – I was determined that I should not let any one in my team go through the trouble I had in the past. Roughly at the same time – I also had the good fortune to see what great leadership looks like (finally!) and it helped set my expectations more appropriately.

One thing became abundantly clear to me over time – learning how to be a good leader is a journey and never a destination . There are no "here are 12 things to do" that serves as a magic bullet . You need to constantly calibrate where you are and seek the needed help to improve. This unfortunately doesn't mean that I followed through on it – I have some ways to go 🙂

Thanks in a large part to the less than stellar leadership I got when I started out – I have become a big fan of mentoring young men and women who are starting out in their careers. I also spend a lot of my time mentoring first line managers . This serves two purposes – the highest energy comes from the entry level colleagues and I get to channel it for the good of the business , and I don't become a bottleneck to the process since the first line managers get a better perspective on why their success is totally dependent on the success of their team.

To enable this behavior – I have long had a rule that anyone can get 15 mins on my calendar , no questions asked. Not everyone takes me up on it – but several do. And it does get overwhelming at times.

This is when my friend Stephanie Anderson, an HR leader in IBM, gave me some invaluable advice . She told me "You cannot mentor everyone – you need to let others help you". Pretty straightforward and I should have known it – but the truth is that I did not . I am pretty good with delegation – as any of my direct reports can vouch for . But when it comes to mentoring , clearly I sucked at delegation . So thanks to Steph giving me timely feedback – I have woken up to the reality and have started enlisting the help of others to help mentor more of our younger colleagues . Thanks Steph ! And since no good deed should go unpunished , I am now pushing a bunch of mentoring requests to Steph as well 🙂

The first few years of my professional life was actually quite calm – I learned programming and project management and got to apply it at projects and had the time to develop my skills. I did not have to do much more than take classes couple of times a year to stay on top of it . Then it started changing – technology started moving at faster pace and I realized I need to get into a "learning is for all of your life" paradigm . And that has only helped me in my life – actually on personal front too . Folks starting out today don't have the luxury I had of starting slow !

For a long time, I wondered why I was signed up for classes like "executive presentations" and "executive negotiations" when I was not even close to being an executive . But in hindsight – pushing me to take those classes was one of the best things my mentor Ken Englund did for me more than a decade ago. It taught me that the sooner you learn things – even if they are hard and they don't apply immediately to your work – the faster you make an impact . And trying new skills in early part of your career is a lot less risky than trying them later.

So when last fall when our North America managing partner Ismail Amla asked me to sponsor the core consulting school for senior managers , I jumped in with both feet. I still wonder why he chose me given he was fairly new to IBM at the time and we didn't know each other very well at the time . In any case I said yes before he changed his mind 🙂

I was also taking over a new day job running a large ( well large for me, not really that large for IBM) portfolio in parallel . I sure had my moments of stress – but it was the best experience in my time at IBM bar none .

To begin with, I had no idea how much care and effort it takes to put on a comprehensive learning event – and the Pre and post school activities . Fortunately I was paired with experienced learning experts like Debi Steinbacher , Lorraine Rapuano and other colleagues . We also managed to find a team of volunteers from amongst the partners and associate partners in the firm to be the teachers . It's pure magic when a team of passionate people come together with a common purpose – and now Bee School has taken a life of its own and is growing from strength to strength . And here is a shout out to Pooja and Andrea for coming up with the name "Bee School" !

My favorite part of these schools are the "ask me anything" sessions . When you can ask and answer hard and often uncomfortable questions, you start growing !

Last week at dinner, Lorraine told me "you are the Zen master of Bee school" given how I apparently had a calming influence during the chaotic times we went through in preparation . Well, if I was Zen – it's only because I had, and continue to have, full confidence in the amazing team around to me . And also along the way , I learned that it's foolish to stress about things you can't control 🙂

Success breeds success – and the confidence I got from being part of this team that put together Bee School led me to start a second learning initiative that I lovingly call the T-school which is where we focus on technology training , like AI and IOT . We ran the pilot couple of weeks ago and it was a lot of fun hacking AI solutions with 30 of our new engineers . And again – it only happened because we brought together a team that was super passionate about the cause and leaders from the business took time out of their day job and came in as teachers. I lucked out having a great partner in Andreana Miller from our learning team and a bunch of new friends from our global team .

And in the process, the Bee school got a fantastic upgrade too . Susan Wedge , a dear friend and a great leader of our public sector business , took over Bee school sponsor role from me . I can't wait to see her take it to even greater heights !

Not only was the investment in learning good for my soul and fun for all of us – it had some side benefits too in my day job . I now have a MUCH better appreciation of what great looks like and how iteration is far superior to aiming for upfront perfection . And best of all – there are now several new ideas for making our clients more successful . It's just fascinating watching what happens when high potential people are given the tools and freedom they need . Pure magic !

One last point before this plane lands in SFO – we all know that asking for help is a good thing . What I realized in the past few months is that asking for help should not be just to your senior management – a lot of help can and does come from your team as well . I can't tell you how cool it is to see my young engineers and consultants jump in and solve problems with high quality when I requested their support . And their energy is infectious – and has convinced me beyond a shred of doubt that I have more help to ask 🙂