MIT Sloan | Mr. Healthtech Consultant
GMAT 750, GPA 3.44
NYU Stern | Mr. Army Prop Trader
GRE 313, GPA 2.31
Harvard | Mr. Software PE
GMAT 760, GPA 3.45
Kellogg | Mr. Social Impact Initiative
GMAT 710, GPA 3.1
Harvard | Mr. Policy Player
GMAT 750, GPA 3.4
Chicago Booth | Mr. Unilever To MBB
GRE 308, GPA 3.8
INSEAD | Ms. Spaniard Consultant
GMAT 710, GPA 8.5/10.00
Rice Jones | Mr. Carbon-Free Future
GMAT 710, GPA 4.0
London Business School | Ms. Private Equity Angel
GMAT 660, GPA 3.4
Harvard | Mr. Navy Nuke
GMAT 710, GPA 3.66
Duke Fuqua | Mr. Salesman
GMAT 700, GPA 3.0
NYU Stern | Ms. Entertainment Strategist
GMAT Have not taken, GPA 2.92
Wharton | Mr. Future Non-Profit
GMAT 720, GPA 8/10
Chicago Booth | Ms. Indian Banker
GMAT 740, GPA 9.18/10
London Business School | Mr. FANG Strategy
GMAT 740, GPA 2.9
Cornell Johnson | Mr. Indian Dreamer
GRE 331, GPA 8.5/10
Wharton | Mr. Hopeful Fund Manager
GMAT 770, GPA 8.52/10
London Business School | Mr. LGBT Pivot
GMAT 750, GPA 3.7
Kellogg | Mr. Defense Engineer
GMAT 760, GPA 3.15
Harvard | Mr. CPPIB Strategy
GRE 329 (Q169 V160), GPA 3.6
Rice Jones | Mr. Student Government
GMAT 34 (ACT for Early Admit Program), GPA 3.75
Chicago Booth | Mr. Healthcare PM
GMAT 730, GPA 2.8
Kellogg | Ms. Sustainable Development
GRE N/A, GPA 3.4
Stanford GSB | Mr. Army Engineer
GRE 326, GPA 3.89
Kellogg | Ms. Big4 M&A
GMAT 740, GPA 3.7
MIT Sloan | Ms. Rocket Engineer
GMAT 710, GPA 3.9
Harvard | Mr. African Energy
GMAT 750, 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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