McCombs School of Business | Mr. Ernst & Young
GMAT 600 (hopeful estimate), GPA 3.86
Stanford GSB | Mr. Infantry Officer
GRE 320, GPA 3.7
Kellogg | Mr. Engineer Volunteer
GMAT 710, GPA 3.8
Kellogg | Mr. Operations Analyst
GMAT Waived, GPA 3.3
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GMAT 730, GPA 7.1/10
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GMAT 760, GPA 3.15
Cornell Johnson | Mr. Indian Dreamer
GRE 331, GPA 8.5/10
Kellogg | Mr. Innovator
GRE 300, GPA 3.75
London Business School | Ms. Private Equity Angel
GMAT 660, GPA 3.4
Harvard | Mr. Defense Engineer
GMAT 730, GPA 3.6
Chicago Booth | Ms. Indian Banker
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Harvard | Ms. Developing Markets
GMAT 780, GPA 3.63
Yale | Ms. Biotech
GMAT 740, GPA 3.29
McCombs School of Business | Mr. Marine Executive Officer
GRE 322, GPA 3.28
Stanford GSB | Ms. Global Empowerment
GMAT 740, GPA 3.66
Chicago Booth | Mr. Bank AVP
GRE 322, GPA 3.22
Harvard | Mr. Renewables Athlete
GMAT 710 (1st take), GPA 3.63
UCLA Anderson | Ms. Apparel Entrepreneur
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Harvard | Mr. Armenian Geneticist
GRE 331, GPA 3.7
Berkeley Haas | Mr. 1st Gen Grad
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Ross | Mr. Travelpreneur
GMAT 730, GPA 2.68
London Business School | Ms. Numbers
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IU Kelley | Mr. Fortune 500
N U Singapore | Mr. Naval Officer
GMAT 710, GPA 3.2
NYU Stern | Ms. Entertainment Strategist
GMAT Have not taken, GPA 2.92
INSEAD | Ms. Spaniard Consultant
GMAT 710, GPA 8.5/10.00
NYU Stern | Mr. Army Prop Trader
GRE 313, GPA 2.31

The Five Priorities of Nitin Nohria

Harvard Business School Dean Nitin Nohria

As a life long student of leadership and change, Nitin Nohria walked into the dean’s office at Harvard Business School with a carefully crafted plan last July. It was neatly divided into four simple phases: listening to the school’s key stakeholders, communicating priorities based on those conversations, committing those ideas to paper and circulating them to faculty and students, and then assembling teams of faculty to work on the goals.

The listening phase began in May when he was announced as the incoming dean and lasted through the summer months. “I asked people ‘what are the challenges you see? If you were dean, what are the one or two things that would rise to the top?’,” he says in an interview. “By early September, I was able to get out ahead and articulate five priorities.”

They quickly became known as the five Is: Innovation, Intellectual ambition, Internationalization, Inclusion, and Integration. Within just a couple of months of taking office on July 1, those five ambitions formed a framework for more detailed conversations. “Once people knew what they are and what you stand for, even the way they relate to you allows you to attack those goals,” he says. “They already know what you want to do so they don’t just come to you saying, ‘Let’s move left or right.’ The conversations are much more focused. They want to know more. They want to know how they can help.”


In his conversations with faculty, students, alumni and fellow deans, Nohria says he kept hearing one refrain over and over again: “Harvard Business School is at an inflection point.”

Some thought it was brought on by a time of economic uncertainty, if not decline, when trust in business is at a low point. These stakeholders wanted the school’s founding ambitions and aspirations to educate leaders who make a difference in the world to be carried forward into the next century.

Others noted that the MBA itself has come into question. Their concern evolves around whether the degree continues to add value and whether the opportunity cost has become so high that Harvard and other business schools can no longer attract the best and brightest.

And finally, still others believed the school is at an inflection point because the world has so dramatically changed. “If the 20th century was the American Century, the 21st century is shaping up to be a Global Century,” says Nohria. “This has profound implications for the types of students we admit, what we teach them, and the careers they choose when they graduate, as well as for our faculty members.”

In January of this year, he outlined his priorities in a 12-page pamphlet distributed to key stakeholders. It is a detailed yet somewhat vague document to allow faculty plenty of room for innovation. It’s also a manifesto of sorts that lays the groundwork for dramatic change at Harvard Business School.

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.