First-order effects

• Fourteen senior executives inherit day-to-day authority indefinitely, with no designated single decision-maker while the board searches for a permanent leader.
• Kalanick's remaining influence is now mediated through the structure the report built — the independent chair and the committee — rather than through his own direct reports.

Second-order effects

• Committee rule raises the stakes of the succession search: candidates on the reported shortlist, from Susan Wojcicki to Alan Mulally and John Donahoe, would arrive above fourteen empowered insiders rather than replacing one founder.
• Ellen Pao's public criticism that the committee excludes the chief diversity officer central to the Holder findings puts immediate pressure on the board to adjust the group's composition before it hardens into precedent.

Third-order effects

• If the pattern holds, the episode becomes the reference case for constraining founders: oversight shifting from a charismatic CEO to lieutenants, mentors, and a forceful board, exactly the argument the New York Times draws from Uber's crisis.
• Governance-by-committee as a crisis response may become a template other founder-controlled companies reach for when cultural scandals force leadership transitions without an obvious heir.