Many large organizations have lofty efficiency goals, but struggle to turn them into reality — often because there’s limited buy-in where it truly matters.
Tim Vogus, a professor at Vanderbilt University’s business school, was stoking the debate in his classroom one day this fall, asking first-year M.B.A. students about one of the most successful, and controversial, companies of the day. On the syllabus was Uber, a case study in both sensational business success and rampant corporate misbehavior.