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SUMMARY
Table of Contents
Introduction    3
Disruptive Innovation    3
Corporate Entrepreneurship    4
Strategic Leadership    4
Conclusion    5
Reference    6
Introduction
Uber Technologies Inc. is a sharing economy built innovation which has been imitative over the last decade by several others firms. It is the largest taxi company in the world that does not own vehicles, yet is valued at $51 billion on April 2020-market capitalization. All ride share services like Uber in spite of sequences of legal accusations and challenges, have extended their services mostly due to the easiness and rational nature of the theory. While numerous disruptive qualities are visible in Uber but some debate that from firmly theoretic argument that ride sharing is not a disruptive innovation. Therefore, this paper aims to explain the disruptive innovation, corporate entrepreneurship and strategic leadership of the Uber Technologies Inc. with a proper conclusion.
Disruptive Innovation
Uber is undoubtedly changing the taxi business in the United States; however, is it not disrupting the Taxi business according to the disruptive innovation theory. Financial and strategic achievements of Uber do not make the company eligible as sincerely disruptive. Nevertheless, the company is nearly described that way always (Schneider, 2017).
By definition, a disruption innovation originates from either low-end footholds or new-market footholds, yet the Uber did not start in either of the two footholds. It is tough to assert that the company initiate a low-end prospect: this would have intended that providers of taxi service had exceeded the necessities of a material quantity of consumers by creating cabs, too easy to use, too clean and too plentiful. Uber also does not mainly aim at non-consumers, which mean that people who initiate the surviving alternatives so inconvenient or expensive that they drove they themselves or took public transportation. In a well-served taxi market, Uber was launched in San Francisco and customers of Uber were usually people that were in the habit of hiring rides already (Harvard Business Review, 2015).
Total demand has quite debatably been...