Name: Why Uber Is Letting AI Use “Common Sense” in Customer Service
Uploaded: 2026-01-22T12:37:00Z
Duration: 6 min 46 s
Description: Dara Khosrowshahi, Uber CEO, speaks with WSJ Leadership Institute President Alan Murray on why Uber is scrapping rigid rule-based systems and empowering AI to make judgment calls. Khosrowshahi says that AI guided by context and “common sense” can deliver a better customer service experience rather than sticking to a rigid rule book.

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Dara Khosrowshahi, Uber CEO, speaks with WSJ Leadership Institute President Alan Murray on why Uber is scrapping rigid rule-based systems and empowering AI to make judgment calls. Khosrowshahi says that AI guided by context and “common sense” can deliver a better customer service experience rather than sticking to a rigid rule book. Photo: Michael Claudio/WSJ

https://m.wsj.net/video/20260122/5912e43a-8da3-4ab4-89d4-eefa11c0c03d/1/hls/manifest-hd-wifi.m3u8

Dara Khosrowshahi, Uber CEO, speaks with WSJ Leadership Institute President Alan Murray on why Uber is scrapping rigid rule-based systems and empowering AI to make judgment calls. Khosrowshahi says that AI guided by context and “common sense” can deliver a better customer service experience rather than sticking to a rigid rule book.

Why Uber Is Letting AI Use “Common Sense” in Customer Service

I'm here this morning with Dara Khosrowshahi, the CEO of Uber. Really appreciate you taking the time to talk to us.

Happy to do it.

So what have you learned in Davos this week?

God, well, the benefit of Davos is you get together with so many other business leaders, political leaders, so a lot of time is spent building those relationships. You don't get to get in front and have these face-to-face meetings with such a diversity of talented leaders.

You really can't do it anywhere else.

No, you can't, you can't. And the meetings are quick, so you get right to business, but it's highly, highly beneficial. And then obviously here this week has been dramatic in terms of global relationships between the US and Europe.

You didn't know when you came that Greenland was gonna be the hot topic of the week?

I had no idea. Greenland was not on a list of topics we talked about, but thankfully it looks like temperatures are coming down.

Alan: Yeah.

And hopefully the outcomes can be positive.

But there is a serious issue for business here. I mean, you've been living with this, we've been living with this for at least a decade, sort of the turn away from globalization and rising nationalism, rising nativism. I think this week was kind of an important break. President Trump came and delivered a very strong message to Europe about, "You go your own way and you pay your own bills, and we're done supporting international institutions and supporting what you're doing." For business that raises the question of how do you be a global company, as yours is, in a world that's de-globalizing? How do you think about that?

So for us, what's different about our company is that even though we're a global brand in terms of Uber and Uber Eats, and we operate in over 70 countries and over 15,000 cities, we actually operate on the ground very locally, right? There's a computer system that is allocating and doing all the matching and pricing, et cetera. But when you're in London and you open up your Uber and you get a ride, there's a London driver there and essentially the money flow goes from a person in London to another person in London. So the operations of our company are quite local, not just on a national basis, but even in a city basis, the money stays in the city. And so as a result of that, we're not really affected by the relationship of one country to the other, et cetera.

Interesting.

Those ups and downs don't affect us.

People don't reject Ubers because of nationalist sentiment.

You're buying from your local restaurant that you've probably been to 50 times.

And it's being delivered by a local citizen.

Yeah, courier and, you know, you're in a car with your Uber driver, you hear their story. They may be an immigrant, but, you know, fundamentally, they're part of your neighborhood.

Interesting.

And that's what makes kind of the Uber community a special community.

All right, so let's put geopolitics aside. I mean, the other big topic here is AI, all up and down the promenade . What do you think the folks in Davos aren't getting right about AI?

So there's a lot of talk about AI, obviously, and the latent potential of AI to fundamentally change your business. We see it in, for example, autonomous vehicles and autonomous driving, which is scaling as we speak. It's a teeny part of our business, less than 1% of our business. But we'll be in 10 cities this year. We'll be in 20 plus cities next year. It's starting to happen. Now, every company, when they talk to their board, is gonna talk about how they use AI. And our experience has been that AI can actually be quite powerful in terms of improving your business in small ways. You can put a thin AI layer on top of any one of your processes and improve it by 10 or 20%. Instead of making someone dig through customer help, they can just use natural language, tell you their problem, and then you can point them to the right direction. Now, what we're finding, we're a pretty deep tech company, we've been using AI for a long time. Your Uber price, your matching, your route, all of it is driven by AI, older models. Now we're replacing them by newer models. What we're actually finding is that while you can get some goodness from that thin layer on top and hey, who's gonna say no to a 10 or 20% improvement, we actually often have to throw away the entire process that, you know, we've developed over the last 15 years and rebuild it from the ground up using AI. There's a lot of stuff that we have to throw out and, you know, companies are quite conservative. Enterprises don't want mistakes being made inside the enterprise, et cetera.

Yeah, yeah, so they go for the small gain.

They go for smaller gains. So what I've been, in talking to other CEOs and learning as well, but what we've learned internally is sometimes you have to throw everything away and start from scratch, from the ground up to truly get the power of AI in the enterprise. And unless senior management, CEO pushes that, often teams play it safe.

So give us just one example, before I let you go, of a big change that we will see in Uber over the next year because of AI.

Well, you'll see it in customer service. So when someone calls in customer service, usually we have to find out what your problem is, identify the problem, compare that to the real world. We have a whole set of policies that, you know, if, Alan, you're a great customer and you got your Uber Eats late, you know, we're gonna give your money back, et cetera. We used to have an AI layer that would kind of follow all the rules. Now we are empowering AI, we're throwing away all the rules and we're telling the AI, use your common sense. What should we do in the circumstance when Alan, God forbid, got his burgers late? What would do? That AI is actually much more powerful rather than just telling the AI to follow the rules because the rules are kind of an average approximation of what you think the best situation is. But if every single circumstance... You know, the power of AI is it's recreating everything, it's regenerating everything from scratch.

And we'll see that rolled out when?

You're gonna see it rolled out in small ways, in smaller markets where the mistakes that we will inevitably make are gonna be less costly.

Not big media markets I'm sure.

Yes, not western markets, but some other markets. And then as a year goes on, the way that we work, as we iterate, we perfect it. But it is gonna change how we work as a company.

Look forward to it. Dara, thank you so much for taking some time.

Thank you.

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