After spending the last two weeks in Seoul and the surrounding cities through the Plus3 Program , I can definitely say that the trip gave me more than just some interesting memories. It gave me the ability to view future career and myself as a developing professional through an entirely new perspective. This experience challenged me to think critically about what it means to function ethically, learn continuously, collaborate across disciplines, and adapt to new environments. Each day was packed with new cultural insights and company visits that pushed me to think beyond the classroom.
One of the most thought-provoking aspects of the Plus3 Korea trip came during our visits to Hyundai Motor Group and HY, where we saw firsthand the rising role of AI and automation in modern industry. Both companies emphasized their commitment to innovation and efficiency, showcasing how robotics and smart systems are revolutionizing production. On the surface, it was incredible with machines working seamlessly, increasing output, reducing error, and streamlining logistics. But as I stood there watching robotic arms move in perfect sync, I couldn’t help but think about the people those machines were replacing. In today’s business world, especially in sectors like automotive and manufacturing, automation is often seen as progress. And in many ways, it is as costs go down, productivity goes up, and the quality of goods improves. But this technological shift comes with an ethical cost: the gradual displacement of human workers. At Hyundai, for example, we learned that many stages of the manufacturing process—from welding to inspection—are now fully automated. Similarly, HY demonstrated how smart warehouse systems can handle inventory faster and more accurately than people ever could. This raised difficult questions for me as a future business professional. Yes, I’ll likely work with data, AI tools, and automation systems to improve performance. But at what point does this pursuit of efficiency ignore the social cost? When do we start valuing profits more than people? Who is responsible for helping displaced workers transition to new roles or ensuring there are roles left at all? The ethical issue isn’t just about replacing workers with machines. It’s about what we, as decision-makers, do in response. Do we reinvest savings into employee training programs? Do we slow the rollout of automation to soften its impact on communities? Or do we look the other way while the workforce is quietly restructured? These are the kinds of ethical dilemmas I know I’ll face in the future, especially in fields where technology moves faster than policy. This trip reminded me that while innovation is exciting, it also comes with real consequences. As professionals, it’s our responsibility not just to ask if we can automate something but whether we should, and what the human cost might be.
Korea opened my eyes to how culture and history can shape the way people live and work. Walking through Gyeongbokgung Palace, taking in the traditional hanbok, and seeing how ancient values still influence daily life taught me more than any textbook could. These weren’t just scenic backdrops, these were living reminders of how interconnected education really is. One of the best surprises of the program was how much I learned outside in the world. From visiting Buddhist temples to standing just feet from North Korea at the DMZ, I developed a deeper appreciation for the kind of well-rounded worldview professionals need today. Learning to respect the unspoken rules of Korean etiquette, like bowing when thanking someone, reminded me that professional development isn’t just about skills or credentials. It’s also about learning how to move respectfully in spaces that aren’t your own, whether that’s another country or a different corporate culture. Especially when it came to going on the subway and buses and just seeing how quiet it is. That is far different from any public transportation I have been on in the United States.
If I took one major message away from our company visits and university sessions, it’s that the learning never really stops, especially in industries driven by technology and constant change. At Yonsei University, we met researchers who were working on neuroscience projects that could one day redefine how we treat Alzheimer’s. But what was the most was the fact that one of them was a Pitt alum, someone who was once in our exact position, now leading meaningful scientific research on the global stage. Seeing her work reminded me that the degrees we earn are just the starting line. The real race, the one that lasts our entire lives is about staying informed, asking new questions, and being willing to unlearn and relearn as industries evolve. In the business world, tools and strategies become outdated almost as quickly as they’re adopted. New data visualization platforms, AI tools, and machine learning models are emerging all the time. To be effective in this space, I need to stay ahead, not just in what I know, but in how quickly I can adapt. I left Korea with a renewed commitment to be a lifelong learner and not just for professional growth, but to stay relevant in a world that doesn’t stop moving.
Before this trip, I mostly thought about work in terms of roles and responsibilities—what tasks I’d do and what goals I’d help achieve. But Korea helped me see that workplace culture is just as important. Visiting companies like Samsung and TK Elevator opened my eyes to how the physical and social environments of a workplace can either lift people up or wear them down. At TK Elevator, the company’s commitment to employee wellness was obvious. They had recreational areas, games, and spaces designed to encourage casual interaction. These weren’t just perks—they were part of the culture. Samsung took it to another level. The sheer scale of Samsung City with its cafeterias and employee housing was overwhelming, but it reflected how seriously the company took community-building and efficiency. They even mentioned the hospital that they had for their workers. By minimizing the everyday stresses of life, employees could focus more fully on their work. These visits reminded me that the best companies understand their people. It’s not just about pay or promotion—it’s about fostering a sense of belonging, supporting well-being, and recognizing that people are more productive when they feel cared for. As I move into internships and, eventually, full-time roles, I’ll be paying close attention to company culture because it’s not just where you work that matters, but how you’re treated there.
If there’s one thing this program hammered home, it’s that no one works by themselves. Whether you’re in finance, engineering, marketing, or research, collaboration is key and not just with people who think like you.Our final group project, a business pitch for a smart technology product based on problems we observed in Korea—brought together students from different majors. I worked alongside engineers and other business students, each of us bringing something different to the table. While at first, it was difficult to align our idea, over time, we began to find common ground. I learned how to present business problems in ways that made sense to engineers, and I gained a better understanding of the technical challenges they faced.This experience taught me more than just how to pitch a product, it taught me how to listen better, communicate more clearly, and respect different ways of thinking. Every successful business idea has to travel through marketing, finance, tech, and operations before it can reach a customer. If I can learn to work with people across all those areas, I’ll be more effective in whatever role I take on.
The Plus3 Korea program wasn’t just a study abroad trip, it was a transformation. I came in expecting to learn about business in a different country, but I left with a deeper sense of who I am and who I want to become. I gained practical insights into the ethical decisions professionals must navigate, the value of a broad and culturally rich education, the necessity of lifelong learning, the impact of supportive workplace culture, and the critical importance of teamwork across disciplines. And perhaps most importantly, I gained perspective. Perspective that will help me navigate a future where careers aren’t limited by borders, job descriptions, or even industries. Korea reminded me that success in the modern world doesn’t come from mastering one thing—it comes from being adaptable, thoughtful, and connected to the people around you.I now understand that with every advancement in technology comes a responsibility to ensure that progress doesn’t leave people behind. I want to be the kind of business professional who not only leverages innovation but also leads with empathy. As automation and AI reshape our industries, I aim to be someone who keeps the human element at the center of decision-making. If this trip was the start of my professional journey, I’m walking into the future not just more knowledgeable, but more human. And that’s the kind of professional I want to be. This experience has not only broadened my global outlook but also instilled in me a deeper sense of purpose as I continue my journey toward becoming an ethical and forward-thinking leader.
