As you read the case, consider:
1. What signals did the leaders of Uber’s engineering division have in 2015 and 2016 that things may be heading in a bad direction for the company?
2. What was the effect of technical and organizational debt on individual employees at Uber?
3. How did technical and organizational debt combine to help create Uber’s crises? Which do you think was a bigger factor, and why?
4. Could Thuan Pham and his team have done a better job of picking up on signals that the company’s technical and organizational debt was reaching a critical point? What might you have done differently?
5. How can Pham and his team measure and manage technical and organizational debt going forward?