Behavioral question
Tell me about a time you had to change a KPI.
- Uber
- Behavioral
- Easy
Practice this question out loud. An AI interviewer asks it, follows up like a real interviewer would, and scores your answer. Type or speak.
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What this question tests
Judgment in metric selection, showing the candidate can recognize and correct a flawed or misleading KPI.
How to approach it
- Set the scene: the original KPI, why it was chosen, and what went wrong, like it being easy to game or not tied to real value.
- Explain the specific signal that revealed the KPI was flawed, such as the metric improving while a downstream outcome worsened.
- Describe the new KPI chosen and why it better reflects the real goal.
- Explain how you got stakeholder buy-in to change a metric people were already tracking and reporting on.
- State the result after the change, including any resistance faced along the way.
What a strong answer includes
- Names the specific flawed KPI and the concrete evidence that exposed the flaw, not a vague 'it wasn't working'.
- Explains the replacement metric clearly and why it better captures the real underlying goal.
- Describes real stakeholder pushback and how it was addressed, showing this wasn't a trivial change.
- States a concrete result after the switch, showing the new KPI drove better decisions.
Common mistakes
- Describing the change with no concrete evidence for why the old KPI was actually flawed.
- Skipping the stakeholder resistance, making the change sound easier than it likely was.
Likely follow-up questions
- How did you convince stakeholders who were attached to the old KPI?
- How do you decide when a metric needs to change again in the future?
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- You are a senior PM for a data product. How would you prioritize requirements between top customer requests, technical debt of previously delivered features, and partner team requirements for critical integration?Uber · Behavioral · Hard
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More questions from Uber
Learn the skill behind it
Chapters of the AI PM course that teach what this question tests.
- Chapter 13: Lead the room: staff moves, forward-deployed PM, and the portfolio
- Chapter 14: Get the job: the AI PM interview loop