Regulatory Risk Isn’t the End—It’s a Puzzle Only Bold Teams Solve

Launching new products or ideas often means running headlong into rules that weren’t designed for you. When Uber arrived in city after city, regulators, taxi drivers, and city lawyers swarmed to shut it down. The company faced threats of huge fines, cease-and-desist orders, and vocal protests. Yet the Uber team treated regulatory risk as just another fact to map out and, at times, even a tool for free publicity. By understanding why old rules existed—often to protect established interests—they predicted challenges and mobilized support from riders far in advance. In DC, for instance, Uber’s leadership didn’t just fight city hall—they rallied thousands of users to call, email, and post on social media when politicians tried to stop ride-hailing, effectively turning customer enthusiasm into legal cover for innovation.

This wasn’t lawlessness; it was a keen awareness that outdated regulations don’t always keep up with new realities. Academic scholarship in innovation policy (see Clayton Christensen’s studies on disruptive innovation) confirms that world-changing advances usually appear illegal before society adapts. The key is distinguishing between rules that preserve the public good and those that merely protect incumbents. For those launching new projects, mapping the landscape and building allies in advance becomes a source of resilience and unexpected influence.

As you brainstorm your own projects or changes, jot down all the written and unwritten rules that apply—even if they seem irrelevant or petty. Take time to consider who benefits from each rule, and question whether it still makes sense. Gather teammates, friends, or early adopters who actually need what you’re offering and keep them close so if trouble comes, you’re not on your own. Developing this habit turns 'red tape' from a showstopper into a navigable puzzle—and sometimes, strangely enough, even a way to create momentum.