Even a manager who follows the basic good principles that you have, these behave differently because thats the way organizations are. Friday is the day that I-. Like off the record, I can say the number, but I think it was quite a bit, almost twenty exact number, right? Because if you wow them, then they will wow your customers, right? And now youre coming full circle and going back to saying once you see all the linkages, then you can reliably focus on this side because you know that its going to carry through. And so the pressure on the top comes down a little bit. And over time, I think just by bandwidth limitations, I had to sort of step back and let people drive a lot of the local business. You cannot have the same level of person, quality, systems, all of that, at each local branch. If we become cheaper, they will match our prices and go even below because thats the game they can play. And drive engagement for your people and thats going to drive growth. So to the moon and beyond, be of service. And now we think we should become the internet platform of the Middle East. Anything outside of it, we want it to be as local as possible. They want to work at multi-nationals and get a stable career. There are review meetings that I do and now I actually block the times on my calendar to do thinking. Mudassir Sheikha: Then we realized that we should become the public transport system for our cities because the public transportation systems were not existent like they were in Europe and the U.S and elsewhere. [35], Due to the impact of the ongoing coronavirus pandemic, Careem announced on its blog[36] it was laying off 31% of its workforce, amounting to 536 employees. Mudassir Sheikha shares how navigated leadership challenges, including balancing family needs and establishing culture, while rapidly scaling Careem. The first is the default location for any activity is the city. The service is popular for tailoring its features to match the socio-cultural norms of the countries it operates in. Is it right? [47][48][49] According to investigations conducted by the company, there was no initial evidence of fraud or misuse. Which is speak up, take initiative, see things through impact, be frugal, and make sure to be collaborative with each other. And the cities will make the choice, typically, if theyre not getting the right service or if theyre not getting the right speed of service. So it was very incremental and as it fired up, we solved it. Mudassir Sheikha: So the companies that come closest are the companies in China like Tencent or Alibaba in the way they sort of became the platform that others are built on top of, and they provide a lot of the enabling infrastructure for internet commerce. They did not want to be another ride-hailing service. [33], In Pakistan, Careem employs women drivers. So slowly your matrix has sort of been built out and you can judge very quickly whether somebodys in the range or not. : But we unfortunately are in an industry that is-. Shikhar Ghosh: Give me a sense of what tough means? So the first two years we bought, and I think somewhere in the second or third year, and it coincided with me having twins and I think there was something happening in Magnuss life as well, where I think the wives forced a discussion on us. If youre running a business of hundreds of millions of dollars, a mistake is many millions. In a good month, we were simplifying the lives of four to five million people . Qatari Sheikh Jassim just bid $7.5b for a soccer team. And even if they find those local opportunities at the same time as us, were able to prioritize them much before them. So basically what happens is lets say, you have this great product that customers love. : Two years ago. [1][2], Mudassir grew up in Karachi, Pakistan. We just thought get the right people in place and they will figure out what to do. In fact, they were helping us-. Then after that, we said why just, you know, passenger transport? [23] In December 2016, the company raised US$350 million in a Series D round, based on a US$1 billion valuation for the company. The idea was not just to build a big business, but start one that would have a big impact, be meaningful, and with a mission to simplify and improve lives and create an awesome organisation that inspires. : But for example, if you have something that says that people who work for us should have opportunity. So Wednesday, for example, is fully blocked for thinking. Mudassir Sheikha is the co-founder and CEO of Careem, MENAs leading car booking service that is based out of Dubai and operates from Morocco to Pakistan. And thats the main driver of high growth rates. So it was very incrementally, okay, we need to open this market now. And I think Abdulla earlier this year sat down with me and said, look, you cannot outsource values and Careem operating system to someone else. We didnt take it to the extension where it should have gone. Did you think about that? This page is not available in other languages. Legal, regulatory thing? : So if I could start all over again, I would take that exercise and complete this a bit more. But the food delivery or the telecom or the anything else that you start is again going to be brand new, with all kinds of new problems. When did you shift or start shifting towards the input rather than the output metric? They all knew it was going to be tough. And in the beginning, you know, I was spending a lot of time in these different markets, just making sure that I educate the people that are starting on how to run this business. What percent of the times is a car available? So its this thing of saying what are the central functions that you want everyone to do more or less the same way or following the same principles? And when KPIs would not be right or would be going up or going down too much, then we would get involved more and start fixing things. Shikhar Ghosh: So they are writing agreements with their families now? Mudassir Sheikha interviewed by Shikhar Ghosh, August 30, 2018, at Harvard Business School. And people get exhausted and they work really hard. Mudassir Sheikha: where I think the burden becomes higher is sort of to reinvent yourself. The things that we commit to our wives that we will do on a weekly, monthly basis. And where weve had leaders that have not invested enough in people, weve actually seen growth over time slow down. It takes a lot of doing, you always have to be positive even when youre having a bad day. [3], In 2012, he left McKinsey & Company to form Careem with ex-McKinsey colleague, Magnus Olsson from Sweden. During its first two years, to compete against Uber, Careem grew at an unprecedented rate of 30% per month.

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