Harvard | Ms. Female Sales Leader
GMAT 740 (target), GPA 3.45
Chicago Booth | Mr. Unilever To MBB
GRE 308, GPA 3.8
Harvard | Mr. Finance
GMAT 750, GPA 3.0
MIT Sloan | Ms. Rocket Engineer
GMAT 710, GPA 3.9
Harvard | Mr. Defense Engineer
GMAT 730, GPA 3.6
Kellogg | Mr. Maximum Impact
GMAT Waiver, GPA 3.77
Kellogg | Mr. Concrete Angel
GRE 318, GPA 3.33
Chicago Booth | Mr. Healthcare PM
GMAT 730, GPA 2.8
INSEAD | Mr. Product Manager
GMAT 740, GPA 63%
Kellogg | Ms. Sustainable Development
GRE N/A, GPA 3.4
UCLA Anderson | Mr. SME Consulting
GMAT 740, GPA 3.55 (as per WES paid service)
Wharton | Mr. Future Non-Profit
GMAT 720, GPA 8/10
Harvard | Mr. Military Quant
GMAT 730, GPA 3.6
Harvard | Mr. Healthcare PE
GRE 340, GPA 3.5
Harvard | Mr. Renewables Athlete
GMAT 710 (1st take), GPA 3.63
Kellogg | Ms. Big4 M&A
GMAT 740, GPA 3.7
Duke Fuqua | Mr. Army Aviator
GRE 314, GPA 3.8
Harvard | Ms. Gay Techie
GRE 332, GPA 3.88
INSEAD | Mr. INSEAD Aspirant
GRE 322, GPA 3.5
Chicago Booth | Ms. Indian Banker
GMAT 740, GPA 9.18/10
Stanford GSB | Mr. Army Engineer
GRE 326, GPA 3.89
Duke Fuqua | Mr. Salesman
GMAT 700, GPA 3.0
Tuck | Mr. Liberal Arts Military
GMAT 680, GPA 2.9
Columbia | Mr. Energy Italian
GMAT 700, GPA 3.5
Duke Fuqua | Mr. Quality Assurance
GMAT 770, GPA 3.6
Harvard | Mr. African Energy
GMAT 750, GPA 3.4
NYU Stern | Ms. Luxury Retail
GMAT 730, GPA 2.5

The Privatization of California’s B-Schools

Unlike UCLA, which does not have an undergraduate business program, Berkeley annually graduates 350 undergraduates in addition to 240 full-time MBA students. “Our undergraduate business majors pay the same as English majors at Berkeley,” says Lyons. “Roughly 25% of the business slots go to junior college transfers as part of the California Master Plan. It’s a social mobility machine, and it’s an important anchor to our public mission.”


At UC-Davis, about 27% of the school’s revenue comes from the State of California, down from roughly 44% in the 2003-2004 academic year. Currall is of much the same mind as Olian at Anderson. He has submitted a plan to the campus leadership to completely phase out the school’s reliance on state funds over the next ten years. “We are not talking about seceding from the university but our business model has to fit with today’s circumstances,” Currall says. Over the next three years. Currall hopes to increase his open enrollment programs in executive education to five from one and aggressively increase his custom education programs from one at Genentech to several.


He has had no faculty defections and says the cutbacks have not been a factor in recruitment, despite the furlough that resulted in a one-time cut in pay in the 2009-2010 academic year. “The belief is that if we have furloughs again, we would have a mass exodus of our faculty,” says Currall. In fact, the UC-Davis dean is currently investing an extra $350,000 in faculty salaries because the school had fallen behind others in compensation to professors. “It’s better to be preemptive as opposed to nickel and diming them and waiting until they get an alternative offer from another school,” he says.

“My job is to insulate my students and faculty from this budget challenge,” says Currall. “If that means I have to spend some of my reserve money to do that I’m going to do that. My job is to raise new sources of revenue to at least break even. So far we’ve done that. I’m still holding 10 to 12 percent of my total budget in reserve. This is for the rainy day.”



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.