In April 2025, our MBA cohort participated in the International Study Trip, a ten-day journey to Dubai, Abu Dhabi, and Istanbul. I joined the trip hoping to see how our classroom learning applies in real-world, cross-cultural business environments. The experience combined corporate visits, cultural immersion, and peer learning, offering a meaningful opportunity to connect academic theory with practical application. It was also a time when I built stronger relationships with my peers. Exploring new environments together, we swapped street food, shared Google Maps, lent each other foreign currency, and collected memories along the way.
In the UAE, we participated in an Emirati cultural dinner at the Sheikh Mohammed Centre for Cultural Understanding (SMCCU), where we learned about Emirati hospitality and customs. Sitting in a traditional courtyard, we enjoyed local dishes while gaining insights into the values and practices that shape daily life. As someone from India, I found echoes of familiarity, but also meaningful contrasts that challenged assumptions and deepened my cultural sensitivity.
The Sheikh Zayed Grand Mosque in Abu Dhabi was another cultural highlight. Its beauty and symbolism underscored the region’s blend of spiritual heritage and modern ambition. Later, in Istanbul, we explored the Hagia Sophia, the Blue Mosque, and the Grand Bazaar. We walked together through history, shared local street food, and bonded as a cohort. We also enjoyed dinner cruises in Dubai and Istanbul. Each evening featured a buffet dinner and cultural dance performances, providing a relaxed setting to unwind and enjoy the company of classmates. Sharing food, music, and conversation in such vibrant settings helped us connect on a more personal level, and created memories I will associate with warmth, openness, and a spirit of shared experience.
At Al Suwaidi Farm in the UAE, we met a Quebec-born entrepreneur who built a sustainable farm and educational venture in the desert. Her story was a case study in adaptability: modifying offerings, building partnerships, and staying afloat in a tough environment. This visit echoed many themes from our strategy and innovation courses, particularly around agile business modeling and customer-centric pivoting.
In Dubai, we visited Strategy&, Majid Al Futtaim, and Veolia. Each company offered a distinct view into how global and regional players are tackling sustainability, digital transformation, and organizational strategy in the Middle East. Our session at Majid Al Futtaim stood out for its scale and presentation. A major conglomerate in the region, it owns and operates a wide portfolio of shopping malls, retail outlets, and entertainment facilities. We were welcomed in one of their stunning cinema halls for a presentation that highlighted their innovation in customer experience and real estate. Afterward, we had the opportunity to visit Ski Dubai, one of their most iconic attractions, offering a glimpse into how the company blends entertainment with brand strategy. From retail innovation to utility management, these sessions highlighted the importance of cross-sector collaboration and long-term planning in the region.
Our Abu Dhabi segment provided further insight into the role of public institutions in shaping national strategy. We visited Abu Dhabi National Oil Company (ADNOC), Mubadala, and Abu Dhabi Global Market (ADGM). These visits highlighted how sovereign investment and energy policy are interwoven in the UAE’s long-term development goals. Discussions at ADNOC centered around energy transition and the role of traditional oil producers in a decarbonizing world. Mubadala’s session focused on strategic investments across diverse sectors. At ADGM, we learned how financial regulation and innovation can coexist to make Abu Dhabi a globally competitive financial centre.
In Istanbul, we visited Digiturk, one of Turkey’s leading media and broadcasting companies. The session took place inside their news studio, giving the presentation a dynamic and memorable setting. Company executives spoke about how Digiturk is responding to digital disruption, evolving subscription models and shifting audience preferences. They also discussed the importance of balancing global trends with local content and how the regulatory and political context shapes strategic decisions in the media sector. The visit reinforced our coursework on competitive positioning and reminded us that business strategy is never context-free.
The study trip showed us how adaptable leadership needs to be. Strategic agility, cultural intelligence and systems thinking are not just academic ideas — they are real-world necessities. We learned that in different markets, business practices are shaped by everything from tradition to regulation.
Beyond the formal sessions, the trip also strengthened my confidence in navigating cross-cultural settings. From asking questions in a live Q&A to finding my way around unfamiliar cities, I became more comfortable with uncertainty. I also found unexpected joy in the small moments, like bargaining at the bazaar, which became a lesson in communication, empathy and negotiation.
This trip left a lasting impact on how I understand leadership, culture, and global business. I now think more globally, listen more deeply and feel more prepared to lead in diverse environments. The friendships forged, the stories shared and the lessons learned will shape how I approach leadership in my career.
As I return to Montreal and look toward what’s next, I know this trip will stay with me. It reminded me that business does not happen in isolation. It is built on people, place, and perspective. And that’s a lesson worth carrying forward.
Article written by Udit Tyagi, MBA.
MBA at McGill Desautels
Designed for the mid-career student who aims to move to a higher rung of leadership within an organization or the student who seeks to leverage a McGill MBA to blaze a new career path in a new country.
