Kellogg | Mr. PM To Tech Co.
GMAT 720, GPA 3.2
Wharton | Ms. Product Manager
GMAT 730, GPA 3.4
UCLA Anderson | Ms. Tech In HR
GMAT 640, GPA 3.23
MIT Sloan | Mr. Electrical Agri-tech
GRE 324, GPA 4.0
MIT Sloan | Mr. Aker 22
GRE 332, GPA 3.4
Stanford GSB | Ms. Anthropologist
GMAT 740, GPA 3.3
Duke Fuqua | Ms. Consulting Research To Consultant
GMAT 710, GPA 4.0 (no GPA system, got first (highest) division )
Stanford GSB | Mr. Future Tech In Healthcare
GRE 313, GPA 2.0
Cornell Johnson | Ms. Environmental Sustainability
GMAT N/A, GPA 7.08
Harvard | Mr. Gay Singaporean Strategy Consultant
GMAT 730, GPA 3.3
Stanford GSB | Ms. Creative Data Scientist
GMAT 710, GPA 3.0
UCLA Anderson | Mr. Military To MGMNT Consulting
GMAT 740, GPA 3.7
MIT Sloan | Mr. Agri-Tech MBA
GRE 324, GPA 4.0
Wharton | Mr. Data Scientist
GMAT 740, GPA 7.76/10
Harvard | Ms. Nurturing Sustainable Growth
GRE 300, GPA 3.4
MIT Sloan | Ms. Senior PM Unicorn
GMAT 700, GPA 3.18
Harvard | Mr. Lieutenant To Consultant
GMAT 760, GPA 3.7
Stanford GSB | Mr. “GMAT” Grimly Miserable At Tests
GMAT TBD - Aug. 31, GPA 3.9
Yale | Mr. IB To Strategy
GRE 321, GPA 3.6
Harvard | Mr. Overrepresented MBB Consultant (2+2)
GMAT 760, GPA 3.95
Kellogg | Ms. Freelance Hustler
GRE 312, GPA 4
Kellogg | Ms. Gap Fixer
GMAT 740, GPA 3.02
Harvard | Mr. Little Late For MBA
GRE 333, GPA 3.76
Cornell Johnson | Mr. Wellness Ethnographer
GRE 324, GPA 3.6
Wharton | Ms. Financial Real Estate
GMAT 720, GPA 4.0
Harvard | Mr. The Italian Dream Job
GMAT 760, GPA 4.0
NYU Stern | Mr. Labor Market Analyst
GRE 320, GPA 3.4

B-School Bulletin: Yale SOM Dean: Mission Matters Most

Dean Edward A. Snyder addresses the MBA Class of 2020 during orientation. Yale SOM photo

News from Yale SOM

“The mission of the Yale School of Management, to educate leaders for business and society, remains as vital to students today as it did at the school’s inception more than 40 years ago, Dean Edward A. Snyder told members of the MBA Class of 2020 during orientation on August 20.

“In fact, Snyder said, ‘that mission is more important now because the nature of problems [facing leaders] has changed.’ Many of business and society’s most pressing issues — poverty, income inequality, education — are interrelated, he said, requiring leaders to work across sectors to effect change.

“’Even if you’re going to stay [at work] in one sector, what’s going to happen is you’re going to have to work with other sectors,’ said Snyder. ‘It’s very interesting to me that this founding mission of the school … actually fits the trends that are happening in the world now and fits the question of what you are going to do for business and society given the [interrelated] nature of those problems.’”

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How A Wharton MBA Cluster Is Built

News from The Wharton School at the University Pennsylvania

“Each Wharton MBA class is divided into four Clusters, each with its own support system, culture, community, and mascot.

“So how does Wharton decide who’s a Lion, Dragon, Tiger or Bee?

“Hint: A sorting hat was not involved.”

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INSEAD photo

How To Coach A CEO

News from INSEAD

“The term ‘horse whisperer’ was first associated with Daniel Sullivan, an Irish horse trainer who became famous for his ability to rehabilitate intractable horses more than 200 years ago. Today, it refers to those gifted with a deep understanding of equine psychology, enabling those who can ‘whisper’ to elicit the horses’ cooperation.

“Some coaches (and consultants) very much resemble horse whisperers. Instead of dealing with difficult horses, however, they whisper to CEOs. Their effectiveness is due to an intuitive understanding of what drives these executives. They know how to interpret their verbal and non-verbal language. Also, they recognize that many of these executives – despite their success or perhaps because of it – may have acquired dysfunctional behavioral patterns along the way.”

 

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What The Berlin Wall Can Teach Us About Urban Development

News from University of Chicago Booth School of Business

“Economic activity isn’t evenly distributed across geographical space. This idea is reflected in the existence of cities, as well as the concentration of economic functions in specific locations within cities, such as Manhattan in New York and the Square Mile in London. Understanding the strength of the forces of agglomeration that underlie these concentrations of economic activity is central to a range of policy questions, including one overarching question: What makes cities thrive?

“Is it proximity to natural resources — such as rivers, oceans, and energy sources — that makes places attractive for firms to locate production? Is it shared amenities — such as leafy streets and scenic views — that make them attractive places for people to live? Or does the cumulative effect of growing population density itself make cities more productive, thereby attracting more firms and workers, boosting productivity further and raising demand for services, such as shops, cafés, and theaters?”

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CMO Survey: Marketers Predict More Online Data Use, Less From Third Parties

News from Duke University Fuqua School of Business

Fuqua faculty member Christine Moorman, photographed teaching class. Duke photo

“Marketing leaders are obtaining less customer data from third parties, but are using more online data about customer behavior and expect that trend to continue, a new survey finds.

“Marketers also expect their investments in mobile marketing to double in the next three years.

“These are among the latest findings from The CMO Survey. Conducted biannually since August 2008, and sponsored by the American Marketing Association, Deloitte and Duke University’s Fuqua School of Business, it is the longest-running survey dedicated to understanding the field of marketing. The latest edition, conducted from July 17 to Aug. 7, received responses from 324 top marketing executives.”

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