*I wrote most of this post the end of summer but never finished editing. How time flies and I am at the end of fall semester! Regardless, I want to publish it to remember the remarkable summer on the west coast and to motivate myself to keep writing.*
Today marks the end of my four-month summer break. I am sitting in a coffee shop in Ann Arbor reminiscing about my summer days in China, the west coast, Ann Arbor, and Peru. All of sudden, I found myself getting a bit emotional and overwhelmed with happy tears. My experience not only confirmed that I found the right MBA program and on the right track to switch careers (more of that on “Three Quarters In as MBA1”), but also put all the skills I learned at Ross to test. I have gained more certainty in decision-making and more clarity and confidence of what I am capable of.
For my summer project with Amazon, I opted into a role in California rather than in Seattle HQ. I went back and forth on this decision for a while, because the popular opinion is that being in HQ will give me greater networking opportunities, but the Alexa opportunity (my top choice of team) is only available in California for the summer. In the end, my interest in the product convinced me to listen to my heart. After my internship and looking back at this decision, I was reminded of a similar decision I made four years ago, when I fought for a role in Houston with my previous employer. In both circumstances, the popular opinion was to stay in the HQ for more executive exposure and networking opportunities, but I ended up pursuing the growth projects in the satellite office, which turned out to be a great move for me. Taking these chances allowed me see what matters the most to me and when to trust my own decisions.
Amazon is known for living and breathing its 14 leadership principles at work and I experienced them first hand during my internship. Three principles particularly grew on me. Not in the Amazon leadership principle order, they are ownership, customer obsession and bias for action.
- Ownership. Since intern orientation, taking full ownership of the work was drilled in our head. We were told to be responsible for setting up review meetings, meeting with managers for check-in meetings, and of course owning the whole project. For my project, I was expected to define the problems to analyze, identify contacts and resources on my own, analyze the data, and make recommendations. It was a lot of responsibilities, since this was a brand new initiative and no one, including my manager, knew exactly what resources existed. Even though I was confident with my ability to handle ownership prior to the internship, such scope and ambiguity took me some time to get used to.
- Customer obsession. I used customer pain points to define project scope and problems and worked backwards to find relevant data to validate. My mentor at Amazon told me lots of senior executives read one- and two-star reviews on Amazon.com to understand customer pain points. Even though reading the reviews can be time-consuming and Amazon also has a tool that uses natural language processing to gauge customer sentiment, directly reading the reviews still is the most tried-and-true method to understand customer experience. Thus, I poured through 500+ customer reviews to determine the key problems to focus on for my project.
- Bias for action. During my project, even though I do not have perfect data points, I was encouraged to use them to make decision regardless and to highlight the risks involved. I realized that not until we made a decision to execute would we able to collect better data to generate more insights to improve and iterate. Handling the ambiguity and imperfection of data was what I found to be the most challenging part of my internship. One role I held in my past finance life was to make sure the reporting was 100% accurate. Thus, at the beginning of this internship, the old habit of tying the numbers came back to me and I found myself writing down every question I had with the data. Soon after, I realized it would not work when there were so much data to analyze. I then adjusted the course and only focused on information that would make a difference on the decision.
At the end of my internship, I felt grateful for the experience I had at Michigan Ross that prepared me well for the internship – 2nd Year MBA peer coaches and Tech Club education sessions helped me navigate the recruiting process; hands-on learning experience, such as Amazon case competition, Datathon, and Multi-disciplinary Action Project, gave me plenty of opportunities to practice handling ambiguity; and coffee chats with alumni at Amazon gave me pointers and new perspectives to tackle the project.
After wrapping up my internship, four other MBA2 students and I led a 9-day trip to Peru for 13 MBA1 students. I had a blast, not only because the trip was a perfect mix of history, culture, amazing cuisines, and outdoor, but also because I got to know four other trek leaders a lot better and meet 13 amazing first-year students!
I am quite excited about my second year of MBA experience, because there are so many things I look forward to trying! Now that my first semester of second year is wrapping up, my goals for my last semester of school include the following:
- Take an English class. Quite a few business classes in my first semester of second year helped me get more comfortable with writing. Thus, I want to take an English class that allows me to write as much as possible and branch out of the business school.
- Meet more MBA classmates outside my section. During my first year, due to the shared core class experience, I met a lot of impressive section mates. For my second year, I would love to branch out more and make new friends!
- Continue getting some hands-on learning experience. Michigan Ross is known for action based learning and I certainly benefited a lot from them during my first year of MBA. I am quite excited to work on a Living Business Leadership Experience project and participate in the 2019 Datathon!