Wharton MBA Essay Examples, Wharton MBA Application Essays

Wharton MBA essay examples, Wharton MBA Application Essays
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The following MBA admission essay was submitted to the Wharton business school by our
client. The client was admitted to the program.
Several names and details in this essay sample were changed to protect client privacy.
Our staff includes former representatives of the Wharton Admission Committee.

They are here to improve your essays. Contact us today.
The application essay question / topic:

Describe a personal characteristic or something in your background that will help
the Admissions Committee to know you better.
Soccer has been my passion since the age of 12. I played for my school and I still lead
pickup soccer games on the weekends. In my overseas travels, I have also found that soccer
can be the common language of the world. One example of this was during the time I spent
at Kyung Hee University in Seoul, Korea. As soon as I got there, I of course went looking for
someplace to play soccer. I discovered a foreign student team that plays against other
departments. I decided to try out, even though I was very nervous of playing in a strange
land.
In the first practice, I led my team for a straight win, scoring two of the goals. After the
practice, the senior players in the team approached me, explaining that lately the team
hadnt done well, and they needed a coach and leader. It was incredibly flattering. I like
experiencing new things and coaching soccer in Korea definitely fell under the category
new. There was one big problem though: most of the players spoke Japanese or Chinese,
so our mutual language was only Korean. Since I had just gotten to Korea, my Korean was
not yet fluent.
I began my role as a coach, but at first the language barrier put a great distance between
me and the players. I couldnt explain what I wanted. But I didnt give up. I could see the
potential of the team, and I knew the experience would help me a lot. To overcome language
and attitude barriers, I prepared very challenging and fun practices. I wanted everyone to
feel a part of a serious team. I also arranged for a new team outfit and we started to look
like one unit. Using physical examples, I taught them offense/defense moves. After a couple
of practices, the players began to show commitment and excitement, and my confidence was
building.
I especially remember the semi-final game. It was the second half, we were behind, and the
team was starting to not believe in itself anymore. I took my last time out and with my poor
Korean, gave them the motivational performance of my life. I showed them how wet my shirt
was and all my bruises. I was a leader at the head of his team who was about to lead his
group to the final struggle, I loved it. In a click of a second, I saw in their eyes that we were
going to make it.
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We came back from the time-out and they fought like lions. I remember a certain player that
missed all his kicks in the game. He had an open shot. He hesitated but I believed in him, I
shouted in Korean, Kick the ball! He tied the score. It was our game from then onwards,
and the final score was a two point win.
Using creativity and the language of soccer, I had the experience of overcoming linguistic and
cultural barriers. I will probably encounter difficulties during my MBA studies at Wharton but
Im ready for the challenge and Im sure Ill find a way to overcome them.

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Where in your background would we find evidence of your leadership capacity
and/or potential?
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"The deputy CEO, Dan, wants to meet you!" were the words that started my work day. Dan
just returned from a meeting with the president of Europe's 3rd largest food producer. He
reported that the company is interested in closing a multi-million dollar deal with us on one
condition that we improve our product's appearance.
As R&D manager of my company, the world's 3rd-largest specialty soy proteins producer, I
was tasked with leading this project. The problem has been known in the company for years,
but was never resolved. I led and supervised 21 employees, coordinated the work of 40
people, and 2 weeks later implemented a solution.
During the initial discussion with Dan and 5 senior managers, I suggested the methodology
for solving the problem. I presented the feasibility of the proposed solution and an initial
estimate of the costs, and operational implications. The Marketing VP said "this is exactly
what we need! When can you deliver?
However, I felt our suggested solution was operationally premature. Despite estimates that
we need to come up with a solution within 2 weeks, I asked for 2 more weeks to conduct
trials. "We have nothing to lose we're starting full scale production tomorrow!" Dan and the
CTO said. I explained that the financial consequences of failure would be tremendous and
that we must also ensure we provide a consistent solution. Ultimately, they approved the
trials.
Right after the meeting I gathered my R&D staff of 6 researchers. I presented the issues,
emphasized the significance of the business opportunity, and defined a timetable. I also
asked the Marketing VP to evaluate the magnitude of the problem in other markets. His
report revealed more opportunities that solving the problem will create. This required my
direct collaboration with 5 marketing people operating in more than 50 countries, 3
application managers, and our China production facility.
I led the coordination of the full scale trial with senior management, the marketing and
operations departments, and application managers. During production I supervised the work
of 17 employees. The production turned out to be 100% successful in terms of resolving the
problem. It created no operational problems and maintained the original product's quality. I
felt very proud.
A shipment was sent to the customer for re-evaluation, and received his approval. This was
the first time in my 3 years at my company that a process was successfully changed on the
first try. However, not everybody embraced the solution. The company's chief operating
officer wasn't excited because of implications on operations. After several weeks of
discussions I persuaded him this was the only way.
Ultimately, my work provided the conditions for facilitating a $2 million deal, the company's
largest new contract that year. By resolving a problem that existed for 4 years, I also
affected customers all over the world.
I chose to share this experience because I feel it highlights several leadership aspects.
Solving the problem required me to lead a wide variety of people in my country and abroad.
It also entailed close interaction with the company's senior management. Most importantly,
this project required me to present a new vision and convince others to adopt it.

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Describe your career progress to date and your future short-term and long-term
career goals. How do you expect a Wharton MBA to help you achieve these goals,
and why is now the best time for you to join our program? (1,000 words)
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Upon graduation I wish to lead the fiber-optics product management team in one of the
world's largest optical communication companies (such as Alcatel-Lucent and AT&T),
supervising a group of 5-10. Striving to promote myself within the organization, I wish to
become the Vice President of Marketing in the fiber optics segment, supervising several
dozens of employees.
My mid-term goal is to become the founder and CEO of an innovative fiber optics firm. I
desire to position the company as a profitable, international and leading company in its
industry, and aspire to establish a sustainable organization, creating workplaces for
thousands of employees and turning an underdeveloped area into a flourishing industrial
zone. Passave, an optical communication company, which was lately acquired for $300M, is a
model for such a successful company.
After fulfilling this goal, I intend to follow the growing trend of successful executives who
moved to the public service sector. My plan is to become a senior manager in the Prime
Minister's Office.
I chose my first full time position in the Optronics Division at the military because I knew it
will introduce me to the diverse optical communication community in my country, equipping
me with basic hands-on experience in the field. The first two years I worked as a Physicist
and a System Engineer and then I was promoted to the position of Electro-Optical Projects
Manager in the division's headquarters. There I set the goals, supervised and directed 9
Project Mangers in optical projects performed by 7 different companies in the defense
industry.
At that point I realized that for developing the managing tools required for a senior manager
I'll need to gain more experience in bigger organizations. Therefore, I persuaded the head of
the R&D directorate to be reassigned to a classified Intelligence unit. My first mission as an
Optical Engineer was to lead a group of 4 in building a module which was the heart of a
$100M system. One year later I was appointed to a Team Leader where I commanded a
team of 8. Two years later I was promoted to Project Leader.
I understood I lacked the financial and international experience of technological project
management to lead a global optical communication company. I therefore became a Project
Leader in a classified unit of the PMO. I supervised a team of 20, and managed all financial
aspects of a $2M project (presented to the Minister of Defense), where I also had the
marvelous opportunity to negotiate with highly ranked officials of three foreign governments.
While considering studying for a PhD, I worked as a part time an Internal Consultant of 5
Project Leaders. I then became an Entrepreneur in Residence (EIR) in Precede, an
entrepreneurship and investment firm, in hope to learn more about becoming an
entrepreneur. Working in Precede, I matured in my understanding. I realized I still lack some
Finance, Marketing and General Management foundations, which an MBA will enable me to
develop.
In light of my long term goal to become a founder and CEO of a technologically oriented
company, I'll need to gain the strongest possible general management skills. The finance and
marketing foundations will compensate for my inexperience in these fields. The structured
formal general management education I'll acquire in Wharton will broaden my view and give
me the tools to leverage my experience and create a successful company. I believe an MBA is
the most structural way to learn how to build organizational values, culture and design
organizational structure and hierarchy.
Moreover, most of my leadership experience was developed in governmental organizations,
where a leader is defined in terms of his values, inter-personal skills and professionalism.
However, looking into the future, I will need to lead in the private sector where leadership is
also characterized by the talent to lead corporate players in global, competitive markets and
an understanding of the cultural, economical and financial forces that drive the marketplace.
Hence, I believe studying by the researchers of the Center of Leadership and Change
Development like Prof. S. Kaplan who composed Framing the Future will help me build and
lead a high performance optical communication firm.
My experience is mainly based on large and established organizations. Hence, learning from
Prof. Dushnitsky on the various dimensions of new venture creation and growth in
Entrepreneurship, will show me his perspective on the trail I wish to follow as a founder.
Desiring to build a sustainable company, I am looking forward to taking Strategy and
Competitive Advantage, where I hope to learn how to create and maintain such an
advantage. Learning how to identify entrepreneurial opportunities and how to exploit them
where "Creating Values" was contemplated, will lay a solid basis for achieving these goals by
myself.
In a world which is growing ever flatter, I find international exposure and experience
important for the global company I wish to found. The Multinational Management major
courses, such as Global Strategic Management, and participation in the Global Immersion
Program will prove valuable in helping me understand other cultures which will be important
when penetrating new markets. This international exposure will improve my ability to
establish contacts with other nations, hence supporting my longer term career goal of
rejoining the PMO.
Wharton's mindset and student body imply numerous benefits. The exciting opportunity to
participate in school's management would contribute to the fruitful interaction between
students and faculty. I plan to take part in the leadership development activities and the
various student clubs to create strong friendships. These connections, combined with the
great global alumni community, can be especially relevant as an eco system for the company
I plan to start and for recruiting its management backbone.

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Our staff includes former representatives of the Wharton Admission Committee.

They are here to improve your essays. Contact us today.

Describe a setback or a failure that you have experienced. What role did you play,
and what did you learn about yourself? (500 words)
In my 2nd year in university, my 2 study partners and I were all working for software
companies. We frequently discussed ways to make quantum career leaps. One that
fascinated us was starting our own company.
One day we came up with an idea that would increase sales for consumer goods retailers and
simultaneously decrease monthly consumer expenses. Each day, we polished our idea
together for a couple hours.
After 2 weeks, I decided to get outside feedback. I looked for people who had at least 10
years experience in consumer goods. Finally, I convinced a friend, to connect me with a
board member of the 2nd largest consumer goods retailer in my country.
I presented our business model to the board member, and he instructed his right-hand to set
us meetings with managers who could evaluate our plans. Over the next month, we went to
one meeting after another. The responses varied from enthusiasm to skepticism. Each time,
we improved our presentation according to the feedback.
Finally, I managed to set a meeting with the previous CEO of the largest consumer goods
retailer. He concluded our meeting with: "Guys, in my opinion, it's not going to work".
I couldn't say if it was the pressure from school and work or the CEOs negative feedback,
but since that meeting, I wasn't able to motivate the team to go on. We consciously gave up.
2 years later, one of my teammates called out of the blue: "check out this linkit works!". I
think he expected me to feel disappointment. Actually, I felt pride my first business
attempt was viable after all.
But, I had failed to push it through.
Looking back, it was an amazing experience. I learned much about myself, but two lessons
stand out. The first was that, at the time, I didn't question what drives each team member.
For me, it was primarily an adventure, and losing some money because I was working less
hours for a while was a risk I was willing to take. Later, I realized that one teammate, who
was already in a long term relationship, was really worried about financial security. Then I
understood that that was the core reason for many of our business strategy disagreements.
Since then, I have learned to analyze others' motives. I found out that it not only improves
my communication with peers, but it also helps me convince my supervisors.
The second lesson was an eye-opener. I learned that I simply enjoy business. I was excited
before each meeting, and had fun analyzing business models and role playing with my
friends. I experienced energy levels that I had only ever felt playing soccer. I realized I am
not willing to compromise on a career I will just tolerate, I want one that excites me.
This realization completely simplified all my future choices. About 2 years ago, my CEO gave
me a choice between a business and a technological position. That was the easiest decision I
made in my life.
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Describe a setback or a failure that you have experienced. What role did you play,
and what did you learn about yourself? (500 words)
In mountain climbing there are many uncertain variables (from weather and equipment
functioning to rock conditions). In my 10 years of climbing, Ive learned to outline my route
precisely and hope for the best.
During my most recent climb, over a week up X mountain in India, and just days from the
summit, the expedition reached a hundred meter cliff laced with ice. As a group of 9
experienced (and determined) climbers, we advanced fifty meters towards our goal, but the
conditions grew far worse than wed expected. I went forward alone to check the danger of
ice conditions ahead. When I returned all eyes were on me to decide to go on or step-down
(an extremely hard decision at 5,500 meters, with little air in my lungs and months of
training behind our eager group). Yet, I saw it was clearly too dangerous to continue.
Making this final call to turn back I felt the failure of the expedition laid in my hands.
Rationally, I knew the ice conditions that prevented a successful summit were out of my/our
control, but I also knew that if wed had a higher level of experience we could have made it.
The climb was a failure, but we also had failed (I could see the disappointment in my teams
eyes). Yet, turning back felt especially like my own failure since I took the decision to
abandon the goal our dream.
Walking down to base camp was solitary for us all. After 9 days climbing in extreme
conditions, months of organizing our team, researching the mountain, training physically and
mentally, and then that intense inner drive and anticipation, it was gutting to have it taken
away. Worse, it was the first time this core team I've been climbing with for years failed to
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summit a peak.
Back at base camp, a question was raised whether itd be worth climbing a different (secondchoice lesser) peak. For me this introduced an inner struggle-- feeling it wasn't worth
compromising, yet knowing giving up completely could feel far worse. This failure made me
realize how single-focused my mind was and how resistant I was to let go and "re-set" so
quickly onto new goals. Yet, I saw stubbornness was like pouting and would get us nowhere.
Eventually, we climbed another peak, which was ultimately fulfilling and taught me to define
failure not as falling down, but staying down. After this experience, I recalled my first major
climb in Argentina in 2006 with this same team. The expedition leader lectured us on
accidents happening from being blindly ambitious about reaching a peak. He warned us to
stay in-tuned with limits of ourselves and the mountain and how far we can push both. I
remember thinking then Id be willing to give up a finger to make it to the top.
So, four years later, I was proud I had foresight to gauge the situation, myself and my teams
abilities and acknowledge that giving up was the right decision. I learned it is important to
get over blinding pride, and now Im proud to feel it actually might have taken more courage
to accept our limits and give up initial goals. Importantly, I learned to know and accept my
own limits and understand that failure is what we define it as. Because we went on to an
alternate peak, this experience taught me failure isnt an end of a path, but rather just a
change introducing a new junction. I learned to see failure as something I move through,
around or over, rather than letting it be a stopping point.
"Our greatest glory is not in never failing, but in rising every time we fail. (Confucius)
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