An MBA class could have 35 to 70 nationalities. You will never be in a room with such diverse international peers. So it is surprising when applicants don’t mention this unique opportunity in their MBA essays.
In a globalized working culture where one works in New York but frequently visits London, Shanghai, or Mumbai, collaborating with international peers is now considered routine and not a differentiating factor for many in the Consulting industry. But consulting makes up 20-30% of the class in Business Schools. The rest of the class is from other industries where learning from international peers is limited to one or two countries - mostly the US, China, or the UK. For American applicants, it is India, China, and the UK.
Work Culture vs. a Top MBA - International Peers
But an MBA class could have 35 to 70 nationalities.
You will never be in a room with such diverse international peers. So it is surprising when applicants don’t mention this unique opportunity in their MBA essays.
Credit should go to the admissions team for maintaining diversity in industries, functions, life journeys, ethnicity, nationalities, and genders. Each diversity factor brings a unique perspective that you are unlikely to get even in the most international Fortune 500 company or a startup.
One reason for the hesitation is the cliched nature of the value statement.
Learning from Diverse Peers - The Cliche Phrase
“Learning from diverse peers” is an overused phrase that many consultants recommend against using.
I would agree not to use such lines, but the theme is extremely important.
This is not new research, but despite the resistance against globalization, for political or security reasons, we learn the good and the bad from other countries. And those who have lived those experiences will share attitudes and beliefs that will differ from how you think about the world or do business in your country. Such cultural intelligence is not captured in any textbook, or they may capture it, but most are stereotypical and lack the nuance important for navigating such complex negotiation or deal-making dynamics.
Depending on your post-MBA goal, industry, function, and long-term goals, you can expand on the value statement, “Learning from Diverse Peers,” into specific lines on how you will get the most value out of such a diverse MBA class.
The best route to capture such nuance is by talking to current students and alumni. Many applicants think that the admissions team will be floored just by creating great prose. That is not the case.
It is a combination of good prose, deep research, and a tone that is balanced – vulnerable and ambitious.
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