INSEAD | Ms. Social Business
GMAT 750, GPA 4.0
Harvard | Mr. Hedge Funder
GMAT 790, GPA 3.82
Harvard | Mr. Fresh Perspective
GRE 318, GPA 3.0
USC Marshall | Mr. Supply Chain Guru
GMAT GMAT Waiver, GPA 2.6
London Business School | Mr. Engineering To IB
GMAT 770, GPA 3.43
London Business School | Ms. Private Equity Angel
GMAT 660, GPA 3.4
London Business School | Mr. Soccer Club
GMAT 730, GPA 3.3 (85th Percentile), First Class Standing.
London Business School | Ms. Audit Meme
GMAT 710, GPA 3.5
Stanford GSB | Mr. Healthcare AI
GRE 366, GPA 3.91
Chicago Booth | Mr. Corp Dev
GMAT 730, GPA 3.34
Chicago Booth | Mr. Non-Profit Latino
GMAT 710, GPA 3.06
Harvard | Ms. Risk-Taker
GRE 310 (to retake), GPA 3 (recalculated)
HEC Paris | Ms. Freelancer
GMAT 710, GPA 5.3
Kellogg | Mr. Danish Raised, US Based
GMAT 710, GPA 10.6 out of 12
Harvard | Mr. Green Energy Revolution
GMAT 740, GPA 3.4
Harvard | Mr. MPP/MBA
GRE 325, GPA 3.6
Harvard | Ms. Analytical Leader
GMAT 760, GPA 3.9
Stanford GSB | Mr. MBB to PM
GRE 338, GPA 4.0
Stanford GSB | Mr. Technopreneur
GRE 328, GPA 3.2
Berkeley Haas | Mr. Hanging By A Thread
GMAT 710, GPA 3.8
London Business School | Mr. College Dropout
Harvard | Mr. MBB Latino Engineer
GMAT 710, GPA 3.75
Stanford GSB | Ms. Top Firm Consulting
GMAT 710, GPA 3.7
INSEAD | Mr. Truth
GMAT 670, GPA 3.2
INSEAD | Mr. Powerlifting President
GMAT 750, GPA 8.1/10
Harvard | Mr. Mojo
GMAT 720, GPA 3.3
Ross | Mr. Law To MBA
GRE 321, GPA 3.77

Social Entrepreneurship Courses at Berkeley’s Haas School

Social Entrepreneurship at the University of California – Berkeley (Haas): Non-profit Management

Core courses:

Strategic Management of Nonprofit Organizations

MBA 292A

This course introduces students to strategic leadership issues in the nonprofit sector. The course covers key issues in founding, leading, managing, and governing nonprofit organizations and new nonprofit ventures. Major topics include: mission and theory of change, governance and accountability, strategy and strategic planning, nonprofit financial management, resource development, alliances and networks, capacity building, impact and leadership.

Social Sector Solutions

MBA 929N-1

The purpose of this course is to provide students with academic frameworks and practical hands‐on experience in management consulting and consulting with nonprofit organizations. The course focuses on consultation teams working with select nonprofit clients to succeed in entrepreneurial ventures. A partnership with a professional management consulting firm, McKinsey & Company, the course involves Paul Jansen, McKinsey & Company Director of the Global Philanthropy Practice co‐teaching the class, and experienced McKinsey consultants coaching each of the student teams.

2010 Social Sector Solutions Clients and Projects

Nonprofit Clients Industry Project
Alameda Point CollaborativeEconomic development/ social enterpriseBusiness plan for social enterprise division
California Adolescent Health CollaborativeHealthMarketing, membership development and revenue generation
East Bay Community FoundationPhilanthropyFinancial model
Golden Gate National Parks ConservancyEnvironment/social enterpriseStrategy for the Institute at the Golden Gate
John Muir HealthHealthHealth care reform strategy
National Council on Crime and DelinquencyYouthBusiness plan for new Chinatown Youth Center
National Indian Justice CenterYouthCollaboration and revenue generation plan for youth services
Nonprofits’ Insurance Alliance of CaliforniaFinanceBusiness plan for new financial service product for nonprofit organizations
Women’s Sports FoundationYouthBusiness plan for national GoGirlGo! program expansion
YouthGiveYouth philanthropy/

social enterprise

Business plan for new product “Giving Card” development

Social Entrepreneurship

MBA 292N-2

This course explores how to utilize social entrepreneurship to generate social impact efficiently, effectively, and sustainably through two primary means: 1) organizational level growth and innovation and 2) catalyzing networks, requiring the mobilization of a vast array of actors and resources across organization and sector boundaries, and having the potential to generate rapid and sustained social impact. Case topics include social entrepreneurship in climate change/energy, microfinance, health, and international development.

Nonprofit Boards: Governance and Leadership in Nonprofit Organizations


This course examines the roles and responsibilities of members of nonprofit boards of directors. Generally, boards establish strategic direction, raise money, and exercise financial oversight. Students will identify and develop the leadership and management skills necessary to be an effective board member. Using board assessment instruments and self‐assessment activities, the class will seek to determine “fit” between different types of boards and class participants.

Financial Management of Nonprofit Organizations


In order to be an effective leader in the nonprofit field, one must have a solid grounding in financial management. This course is designed to develop the core financial management skills needed by board members and seniors managers in large and small organizations. Students will learn the tools and techniques for effective planning and budgeting as well as how to control, evaluate and revise plans. The course will address current regulations and issues that impact nonprofit financial management. The use and development of internal and external financial reports will be studied with an emphasis on using financial information in decision‐making. Tools and techniques of financial statement analysis, interpretation and presentation will be discussed and practiced.

Social Impact Speaker Series

MBA 294

This Speaker Series is designed to introduce students to the many forms and industries in which social impact is central. The purpose of the course is to allow students to learn about trends and innovations across sectors and in diverse industries, all focused on social impact.

Leading and Managing Nonprofit Organizations

UGBA 192

The purpose of this course is to familiarize students with the basic business workings of nonprofit organizations—the economic, social and political environment in which they operate, strengths, opportunities, and challenges within the nonprofit sector, and major functional areas, jobs, and volunteer opportunities in nonprofit organizations. This course introduces students to the major functional areas of non‐profit organizations and emerging research about strategies and practices of high‐performing non‐profit organizations.

Strategic Management in the Global Social Sector

UGBA 196.2

The purpose of this course is to introduce students to the managerial challenges of the NGO (nongovernmental) sector working in international, economic and social development. The course will arm students with a set of practical skills and tools with which to strategically manage, analyze and help solve critical problems in the global social sector. The course will help students understand careers options by introducing them to some of the most interesting organizations in the field, how they work, and how they approach their important strategic challenges.

Economics of Philanthropy

UGBA 196.2

Based on an award‐winning curriculum developed by UC Berkeley undergraduates (Bears Breaking

Boundaries Innovation Award 2009), the course teaches participants how to be effective philanthropists. The class contributes $10,000 to nonprofit(s) selected by the class. To prepare for the contribution, students engage in interactive exercises and discussions to determine how to best expend the funds for maximum impact, guided by the instructors and renowned guests offering a variety of perspectives and frameworks. Students form teams to research and indentify, perform due diligence, and recommend nonprofit organizations. The $10,000 contribution is a generous gift of the Sunshine Lady Foundation. A second component of the course is the class’s creation of a symposium on effective philanthropy for the broader UC Berkeley undergraduate community

Microfinance DeCal

Students gain a broad, objective overview of the field, including the history and context, successes and failures, and key domestic and international players. The course is a mixture of guest speakers, lectures, and media.

About The Author

John A. Byrne is the founder and editor-in-chief of C-Change Media, publishers of Poets&Quants and four other higher education websites. He has authored or co-authored more than ten books, including two New York Times bestsellers. John is the former executive editor of Businessweek, editor-in-chief of Businessweek. com, editor-in-chief of Fast Company, and the creator of the first regularly published rankings of business schools. As the co-founder of CentreCourt MBA Festivals, he hopes to meet you at the next MBA event in-person or online.