McCombs School of Business | Ms. Registered Nurse Entrepreneur
GMAT 630, GPA 3.59
Chicago Booth | Mr. Corporate Development
GMAT 740, GPA 3.2
Tepper | Ms. Coding Tech Leader
GMAT 680, GPA 2.9
Stanford GSB | Mr. Impactful Consultant
GMAT 730, GPA 3.7
Rice Jones | Mr. Simple Manufacturer
GRE 320, GPA 3.95
Kellogg | Mr. Hopeful Engineer
GMAT 720, GPA 7.95/10 (College follows relative grading; Avg. estimate around 7-7.3)
Wharton | Mr. Rates Trader
GMAT 750, GPA 7.6/10
Stanford GSB | Mr. Former SEC Athlete
GMAT 620, GPA 3.8
Tuck | Mr. Army To MBB
GMAT 740, GPA 2.97
Columbia | Mr. Forbes 30 Under 30
GMAT 730, GPA 3.4
Stanford GSB | Mr. MBB Advanced Analytics
GMAT 750, GPA 3.1
Chicago Booth | Mr. Banker To CPG Leader
GMAT 760, GPA 7.36/10
Ross | Mr. Leading-Edge Family Business
GMAT 740, GPA 2.89
Darden | Mr. Logistics Guy
GRE Not taken Yet, GPA 3.1
Chicago Booth | Mr. Desi Boy
GMAT 740, GPA 3.0
Kellogg | Mr. Stylist & Actor
GMAT 760 , GPA 9.5
Columbia | Mr. Ambitious Chemical Salesman
GMAT 720, GPA 3.3
Harvard | Mr. Irish Biotech Entrepreneur
GMAT 730, GPA 3.2
Stanford GSB | Mr. Cricketer Turned Engineer
GMAT 770, GPA 7.15/10
Wharton | Mr. Planes And Laws
GRE 328, GPA 3.8
McCombs School of Business | Mr. Refrad
GMAT 700, GPA 3.94
Harvard | Mr. Supply Chain Photographer
GMAT 700, GPA 3.3
Chicago Booth | Mr. Space Launch
GMAT 710, GPA 3.0
Kellogg | Ms. Product Strategist
GMAT 700, GPA 7.3/10
Columbia | Mr. MBB Consultant
GRE 339, GPA 8.28
Berkeley Haas | Mr. Avocado Farmer
GMAT 750, GPA 3.08
Georgetown McDonough | Mr. International Development Consultant
GMAT N/A, GPA 2.9

B-School Bulletin: A Tour Of New York’s Speakeasies, And More

The Back Room is a celebrated Prohibition-era speakeasy tucked away in the Lower East Side. Via Twitter

Keep Quiet About These Speakeasies

News from NYU Stern School of Business

“There is something ridiculously scandalous and enticing about anything that’s supposed to be a secret. Being in the know and having to keep classified information somewhat is a talent. Professor of Management Michael Slepian from Columbia Business School conducted a study regarding the effects of secrets on an individual’s life and found that secret keepers felt a physical weight holding secrets. So it does not come as a surprise that when something as loud and rambunctious as going to a bar and grabbing a drink is supposed to be kept under the radar, everyone tries to get in on it.

“Speakeasies emerged during the strict years of Prohibition when people were doing anything to grab a drink. Bootleggers made quite a profit selling homemade alcohol, while speakeasies began flourishing all over the country. In New York City, the 1920s hailed a whole era of hidden bars. Anywhere from 20,000 to 100,000 speakeasies were established during the intense years of Prohibition.”

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The Complicated Logic Behind Donating To A Food Pantry Rather Than Giving A Hungry Person Cash

News from Northwestern University Kellogg School of Management 

“Let’s say you are a policymaker who wants to fight the obesity epidemic. Should you give people the tools to make better decisions, such as listing calorie counts on menus? Or should you ban certain types of junk food altogether, perhaps forbidding the sale of jumbo-sized sugary sodas?

“Banning junk food probably feels like it will have more of an impact. But now take the perspective of a regular citizen. Would you still prefer to have your drink choices dictated to you?

“This demonstrates a common phenomenon: when people are on the receiving end of help, they tend to prefer something called agentic aid, which allows them to choose how to respond, says Adam Waytz, an associate professor of management and organizations at Kellogg. Yet people often prefer the opposite — paternalistic policies — when helping others.”

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 The World’s Most Talent Competitive Countries, 2018

News from INSEAD

“The view that diversity is a resource that can improve performance is spreading throughout organizations. Research shows that for complex tasks that require creativity, diverse teams do better than those comprised of similar individuals – as long as the team members have the skills to collaborate. Diversity of views, experiences, expertise, culture and race can all enhance the way organizations and countries work.

“This view is also spreading into the realms of policy. Education reform underway across the world is focused on tapping into differences rather than suppressing or ignoring them, as it has become clear that individual diversity and collaboration must be inculcated from the early stages of education. There is a growing realization that diversity can be a national resource for competitiveness.”

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Why You Are Unhappy At Work

News from Harvard Business School

“Some 71% of American workers are hunting for new jobs, and a hefty percentage feel they are not paid fairly or get enough recognition, according to the 2017 Mind the Workplace report. Time pressure, megalomaniacal supervisors, grumpy office mates, all contribute to this sour-stomach feeling. What can be done to improve the office environment?

“Research by Harvard Business School professors suggests these problems are not only common—but solvable. Here are some of our most insightful stories about unmotivated employees and what can be done for them.”

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Collaboration Builds The Bridge: Tuck Bridge

News from Dartmouth College Tuck School of Business

“American motivational speaker and author Earl Nightingale once tweeted, ‘Your problem is to bridge the gap which exists between where you are now and the goal you intend to reach.’ For many students at Dartmouth, their goals includes a career in business, but the College does not offer a business major. For many students, the Tuck Business Bridge program serves as the ‘bridge’ towards a career in business.

Tuck Bridge is operated by Dartmouth’s Tuck School of Business and caters to liberal arts students who wish to develop fundamental business skills. The program is not limited to Dartmouth students — rising juniors through graduating seniors from any college or university are eligible to apply. Tuck Bridge is offered three times a year: as two four-week-long sessions in the summer and one three-week-long session in December. Students accepted to the program live the life of a real MBA student, for a couple weeks at least.

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