Uber Operations and Logistics Manager reviews

Structurally disorganized, managerial roles with little people management experience, lack of seriousness, leadership and office locations disconnected from driver/courier centre operations

Poor management - With the attrition rate being pretty high, the average tenure is around 2-3 years. With such short tenures and the need to constantly out-perform, managers don't have any incentive to invest in their subordinates' growth. So while you might have the freedom to disagree with your superiors, it works better for your growth within Uber if you don't. They merely see you as resources that need to be managed and need to optimise their team performance for maximum output. Quality of work - Uber Ops is divided into a central team and then regional teams (India north, south, east, west). When in a central team, you are married to a single workstream and shifting between teams isn't very easy, so you need to be really sure about what you are getting into. Regional teams are now relegated to "on-ground" Ops, where essentially you have no say in any strategy & planning (which is done centrally) and are left to execute your central level peer's ideas. And unfortunately, many of your peers in the central team, having never worked on anything tactical, are blithely unaware of ground realities, leaving you to execute a poorly thought out plan. Bloated org -  After the centralisation, there is a lot of redundancy and the need to 'invent' work for yourself. The perpetual reorgs according to leadership whims and threat of job loss has made the work environment toxic.