Guest article by Stephan Jung:

Anyone who still thinks of Uber as just a taxi app hasn’t grasped the concept of transformation. The history of this company illustrates what continuous transformation means. In 2009, a simple annoyance gave rise to an idea: why is it so complicated to get a car at short notice? A smartphone, a single tap – and a car arrives. In 2010, Uber launched in San Francisco with black premium saloons. But then something crucial happened.

From problem to operating system

Uber didn’t fall in love with its product. Uber fell in love with the problem it solves. That’s what sets successful companies apart from those that disappear. The limousine became UberX. Transporting people gave way to transporting food with Uber Eats. With Uber Freight, goods and lorries were added – a platform that has been digitally matching freight with drivers since 2017.

Then, in 2017, came its own crisis: scandals, cultural issues, a change of CEO. Uber had to transform not only its offering, but itself. In 2020, the coronavirus pandemic struck – and its core mobility business suffered a massive slump. At the same time, Uber Eats’ turnover doubled within a single quarter to $1.2 billion. What looked like diversification became a strategic lifeline.

The question that changed everything

Uber is pressing ahead. Boats in Greece. Yachts in Ibiza. Water taxis in Venice. Cruises on the Seine. And now the next stage in its evolution: Uber Boats by Click&Boat. From summer 2026, users will be able to book boats via Uber in places such as Ibiza, the Côte d’Azur or around Lisbon. Click&Boat is bringing over 55,000 boats into the partnership. Uber doesn’t need to buy yachts or run marinas to do this.

That’s exactly what I find exciting. Uber isn’t simply expanding its range of services. The company is constantly expanding its answer to the question: ‘What problem are we solving for our customers?’ First, the answer was: ‘I need a car.’ Then: ‘I want to get from A to B.’ Then: ‘I want something to get from A to B.’ Today: ‘I want something – organise it for me.’

That’s the difference between digitalisation and transformation. Digitalisation means: ‘We’re making our existing business more digital.’ Transformation means: ‘We’re constantly rethinking what our business actually is.’ By the end of 2025, more than 200 million people were using the platform every month; more than 40 million trips per day were being made via it. At the same time, Uber is investing heavily in autonomous mobility and robotaxis.

What you can learn from Uber for your business

The Uber story offers five specific recommendations for companies that want to actively shape the future:

• Fall in love with the problem, not the solution. Your current product is merely a temporary response to a customer need. If you cling too tightly to your current solution, you’ll miss the moment when the problem evolves. Ask yourself regularly: What problem are we really solving?

• Build the next business model whilst the current one is still running. Successful companies don’t just defend their current model; they’re already developing the next one. Cross-innovation arises where you build bridges between business areas.

• Use crises as a catalyst for business development. The coronavirus pandemic could have hit Uber hard. Instead, the crisis accelerated its diversification. When your core business comes under pressure, it becomes clear whether transformation was just a PowerPoint presentation or a genuine operating system.

• Collaborate rather than own. Uber doesn’t own any cars, restaurants or yachts. The company orchestrates access. In future, it will be less about hoarding resources and more about intelligently linking networks. That is the platform economy.

• Think in terms of customer needs, not product categories. The customer doesn’t want ‘a taxi’ or ‘a yacht’. They want mobility, convenience and an experience. If you define your business from this perspective, new markets will open up. Start with a minimum viable product and keep developing it.

Conclusion: Transformation as an operating system

Transformation is not a project or a workshop – nor is it a PowerPoint presentation titled ‘Transformation 2030’. Transformation is an operating system that runs continuously. Uber demonstrates that successful companies are prepared to change their own business model before others do. Standing still is perilous – especially at a time when markets are changing faster than ever before.

If you want to make your company fit for the future, ask yourself the crucial question: What problem are you really solving for your customers? And are you prepared to rethink the answer time and time again? Sometimes your operating system suddenly stops running on four wheels. Instead, it runs on water.

Shaping the future means living innovation – anew every single day.

As a future strategist and transformation expert, Stephan Jung demonstrates in his keynote speeches how companies can identify changes early on, develop new business models and turn future opportunities into concrete competitive advantages.