Kellogg | Mr. Defense Engineer
GMAT 760, GPA 3.15
Cornell Johnson | Mr. Indian Dreamer
GRE 331, GPA 8.5/10
McCombs School of Business | Mr. Ernst & Young
GMAT 600 (hopeful estimate), GPA 3.86
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
GMAT 740, GPA 9.18/10
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
Kellogg | Mr. Engineer Volunteer
GMAT 710, GPA 3.8
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
Stanford GSB | Mr. Infantry Officer
GRE 320, GPA 3.7
UCLA Anderson | Ms. Apparel Entrepreneur
GMAT 690, GPA 3.2
Harvard | Mr. Armenian Geneticist
GRE 331, GPA 3.7
Berkeley Haas | Mr. 1st Gen Grad
GMAT 740, GPA 3.1
Ross | Mr. Travelpreneur
GMAT 730, GPA 2.68
London Business School | Ms. Numbers
GMAT 730, GPA 3.5
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
Chicago Booth | Mr. Unilever To MBB
GRE 308, GPA 3.8
Stanford GSB | Ms. Healthtech Venture
GMAT 720, GPA 3.5

Ross Dean To Step Down After One Term

The Ross School of Business at the University of Michigan

The Ross School of Business at the University of Michigan


Davis-Blake used her memo to highlight the more positive aspects of her tenure. Under her leadership, she said, the school:

  • Created a differentiated and compelling strategy and value proposition via our Mission and Pillars;
  • Introduced important curricular and co-curricular innovations in all of our degree programs and launched new degree programs such as the Master of Management to meet evolving marketplace needs. These changes have significantly improved the student experience and increased applications to our academic programs;
  • Created innovative, global executive education offerings that have yielded a 70% increase in revenue and a return to the school of nearly $3 million this year;

    Increased our global footprint and more than tripled the number of Ross undergraduates who have a global experience as part of their education. Graduate student participation in global experiences has increased by 40%;

  • Strengthened our faculty and doctoral program through hiring 25% of all current tenure-track faculty and improving support for research;
  • Restored the School to a healthy financial condition and generated reserves that will allow us to continue to make strategic investments in excellence;
  • Launched our capital campaign, for which we have already raised more than $213 million including Steve Ross’ $100 million gift to fully transform our facilities, the $20 million gift to found the Sanger Center, and other significant gifts to be announced in the near future. Our loyal and dedicated alumni have also stepped up to support the campaign at a grassroots level and increased their annual giving by 37%;
  • Collaborated with KPF Associates on the design for a state-of-the-art, architecturally unified business school campus that is on schedule for substantial completion just one year from now;
  • Generated significant positive global media coverage that now regularly puts us in the top five among all business schools in monthly placements in top tier media outlets; and
  • Created a vision for and commitment to a positive work community that includes a more diverse faculty, staff, student body, and administrative leadership.
  • “As a result of our hard work over the past four years, the future of the Ross School of Business is bright, Davis-Blake wrote in her memo. “I am proud of the work we have done together to secure the Ross School’s position as one of the best business schools in the world. I look forward to continuing that work with you during my final year as dean. It is a pleasure to work with so many talented and dedicated people at the Ross School. I will always treasure the privilege of participating in this exceptional community.”

    One of her controversial moves as dean was to open an Executive MBA program in Los Angeles at the ultra-swanky Beverly Wilshire Hotel in Beverly Hills. The program, priced at a market high $136,000, faced stiff competition from UCLA, the University of Southern California, Pepperdine University and several other competing offerings. UCLA’s Anderson School responded quickly with a new scheduling option for its Fully Employed MBA program (FEMBA).

    The hybrid online and in-class option made it possible for students to attend campus as few as four times each quarter. The in-person class sessions will be scheduled on Saturdays and Sundays at the UCLA Anderson campus, eliminating the need for students to take any time off from work or to hustle to evening classes during the work week. That novel scheduling option became a direct alternative to the EMBA by Ross, which had viewed its once-a-month timetable as a key competitive advantage in the L.A. market.


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.