The Holder-Albarrán report recommends that the company consider eliminating its official “core values” like “Always Be Hustlin’,” “Principled Confrontation” and “Let Builders Build,” principles that “have been used to justify poor behavior.” Students of Uber’s history can easily match particular recommendations to particular scandals, such as the sections related to “alcohol consumption during core work hours” or “consumption of nonprescription-controlled substances.” It also said that workplace rules governing sexual harassment and other prohibited behavior should extend to offsite conferences and meetings. “It should not be necessary to draft separate policies for these events,” it added dryly.

The requested repudiation of the company’s cultural values would be a repudiation of Mr. Kalanick’s cultural values. The entire mess that Uber is in is, ultimately, his doing.

But the report treated Mr. Kalanick with kid gloves, recommending only that a chief operating officer be appointed to take on some of his responsibilities. Also on Tuesday, Mr. Kalanick announced that he would be taking an indefinite leave of absence, attending to mourning the recent death of his mother in a boating accident. In an email message that he sent to employees, he spoke of the need to create an “Uber 2.0.” He went on: “If we are going to work on Uber 2.0, I also need to work on Travis 2.0.”

Consider all that this presumes: that he is so invaluable that he can step aside — apparently no single person will be in charge during his absence — and work on self-improvement and then, his spot at the top held for him, return. He acts like the company belongs to him.

It’s behavior that is, unfortunately, all too typical in Silicon Valley, encouraged by weak boards, investors who compete among themselves to be the most “founder friendly” and dual-class stock structures, similar to those at Google and Facebook, that give founders’ shares 10 times the voting rights as ordinary shares.

It’s not as though these problems were news to the board. Mitch and Freada Kapor, longtime and respected Silicon Valley investors, spoke out publicly in February about disturbing revelations like Ms. Fowler’s. The Kapors, who have been investors in Uber since 2010, when it was just a speck of start-up dust, pointed out a pattern they had seen in the Valley: “Investors in high growth, financially successful companies rarely, if ever, call out inexcusable behavior from founders or C-suite executives.”

The new report received by Uber may banish the phrase “Always Be Hustlin’.” But the person who created the hustlin’ culture that has trampled the interests of so many people, that needed 40-plus separate structural reprimands from its attorneys, will be permitted to get back on his throne. The supine board has left untouched its bedrock conviction: As long as the company keeps growing, the founder can be forgiven almost anything.