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THE UBER SYNDROME

As used here, the term “The Uber Syndrome” refers to a company that has
achieved spectacular rapid entrepreneurial success but is in the cusp (or tipping
point) of equally spectacular and rapid entrepreneurial failure! Typically, if such
rapid growth is not supported by advanced managerial capabilities and
management systems, the company is at risk. Several examples of companies
which fell victim to their growing pains include those cited above, such as People
Express, MaxiCare, and Osborne Computer, to cite just a few.

HOW TO AVOID OR OVERCOME THE UBER
SYNDROME?

What can be done by corporate leaders, venture capitalists, and the corporate
Board to assess and then take steps to prevent the risks of potential corporate
failure? There are two dimension of this: 1) strengthening the novice CEO, and
2) developing the management infrastructure of the organization.

Strengthening The CEO
There are key differences between a successful entrepreneur and a successful
leader of a rapidly growing ever more complex organization. A successful
entrepreneur is someone who launches a successful business. This is not easy and
it is really a herculean feat. In degree of difficulty and it is analogous to the first
stage of a rocket to the moon!
But like a moon shot, the life cycle of the business has a second and third stage. In
the second stage the challenge is “scale–up” of operational systems: the day to day
systems to manage the enterprise. Many entrepreneurs do not make this transition
to stage 2 successfully. This was one of the key the problems faced by Adam
Osborne.
The third stage is even more torturous. This stage involves the development of
management systems including planning, organizational structure, management

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