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Ridesharing Is Accomplishing What Decades of Policy Papers Failed to Achieve

Standing in the back of the main programming room at Uber headquarters, one looks across hundreds of focused employees with open browsers. They are following requests and rides in hundreds of cities around the world. The people making deals are connecting peer to peer. But there’s still more work to do. Uber employees are observing traffic flows, tweaking pricing, troubleshooting, testing new features, fixing issues, monitoring bandwidth, approving new drivers, and taking other actions to keep this five-year-old company growing.

Every driver needs a rider. Every rider needs a driver. Uber is there to make the connections in the most efficient way possible — and in a way that ensures everyone wins.

It’s a quiet office with a variety of open work spaces. The desks are six feet wide and pushed together in groups of three. Most employees use large-screen iMacs, with backup laptops that can be moved around to other work areas such as small conference spaces and even small cubbies cut into w…