Chicago Booth | Ms. Start-Up Entrepreneur
GRE 318 current; 324 intended, GPA 3.4
Berkeley Haas | Mr. Wake Up & Grind
GMAT 700, GPA 3.5
Harvard | Mr. Nonprofit Social Entrepreneur
GMAT 740, GPA 3.7
Stanford GSB | Ms. East Africa Specialist
GMAT 690, GPA 3.34
Darden | Mr. Fintech Nerd
GMAT 740, GPA 7.7/10
Harvard | Mr. Improve Healthcare
GMAT 730, GPA 2.8
MIT Sloan | Mr. Low GPA Over Achiever
GMAT 700, GPA 2.5
Stanford GSB | Mr. Minority Champ
GMAT 740, GPA 3.7
Duke Fuqua | Ms. Health Care Executive
GMAT 690, GPA 3.3
NYU Stern | Mr. Low Gmat
GMAT 690, GPA 73.45 % (No GPA in undergrad)
N U Singapore | Ms. Biomanager
GMAT 520, GPA 2.8
Stanford GSB | Mr. Indian Telecom ENG
GRE 340, GPA 3.56
Harvard | Mr. 1st Gen Brazilian LGBT
GMAT 720, GPA 3.2
USC Marshall | Mr. Ambitious
GRE 323, GPA 3.01
Harvard | Mr. Merchant Of Debt
GMAT 760, GPA 3.5 / 4.0 in Master 1 / 4.0 in Master 2
Tuck | Ms. Nigerian Footwear
GRE None, GPA 4.5
Stanford GSB | Mr. Low GPA To Stanford
GMAT 770, GPA 2.7
Berkeley Haas | Mr. 360 Consultant
GMAT 720, GPA 3.4
Berkeley Haas | Mr. Low GPA High GRE
GRE 325, GPA 3.2
Darden | Mr. Senior Energy Engineer
GMAT 710, GPA 2.5
Chicago Booth | Mr. Finance Musician
GRE 330, GPA 3.6
NYU Stern | Mr. Hail Mary 740
GMAT 740, GPA 2.94
Harvard | Mr. London Artist
GMAT 730, GPA First Class Honours (4.0 equivalent)
Harvard | Mr. Professional Boy Scout
GMAT 660, GPA 3.83
SDA Bocconi | Mr. Pharma Manager
GMAT 650, GPA 3,2
Kellogg | Mr. Young PM
GMAT 710, GPA 9.64/10
Wharton | Mr. Indian VC
GRE 333, GPA 3.61

B-School Bulletin: HBS Dean Has Just 1 Question For Applicants

Why Successful Companies Usually Fail

News from INSEAD

“The annals of business history are replete with the names of once great companies that dominated an industry, only to lose pre-eminence and become shadows of their former selves or even disappear. Understanding why powerful companies fail and how to avoid such failure is one of the holy grails of business and management research, not to mention having spawned an enormous and lucrative consulting industry.

“Yet, the very fact that successful companies continue to fail is testament to an incomplete understanding of the drivers of corporate demise. Some argue that strategic outcomes and ultimately a firm’s future are determined by the choices, commitments and actions of top management. In this logic, stellar performance is linked to incumbent CEOs (think Jack Welch at GE, Lou Gerstner at IBM, Alan Mulally at Ford or Andy Grove at Intel) as is poor performance, even if the leader has only been in office for a short time (like Ellen Kullman at DuPont, Fritz Henderson at GM, Christopher Galvin at Motorola or Jorgen Centerman at ABB).”

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IT Analyst Eric Carter, tests a teleconference session at the Fuqua School of Business. Fuqua photo

To Meet, Or Not To Meet

News from Duke University Fuqua School of Business

“John Sampson has plenty of demands on his time. The professor of Neurosurgery serves as the Department Chair of Duke Neurosurgery and the President of the Private Diagnostic Clinic.

“As the person who manages the schedules of both Sampson and Kathy Tobin, Duke Neurosurgery’s chief administrator, Special Assistant Tami Tuck works diligently to figure out how to fit everything in.

“’My job is to make sure he is where he needs to be with clear understanding of location, purpose, and materials to accomplish successful use of his valuable time,’ Tuck said.”

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Management As A Calling

News from Stanford GSB

“On July 13, 2005, WorldCom CEO Bernie Ebbers, who had been convicted of fraud and conspiracy four months earlier, was sentenced to a 25-year prison term. It was the largest accounting scandal in U.S. history, until Bernie Madoff’s Ponzi scheme was uncovered in 2008. I remember Ebbers’ sentencing well, because I had just joined the faculty at the University of Michigan’s Ross School of Business and was struck by the fact that no one was talking about it. Ebbers was a man that would have been held up as a model of success for our students, building the second-largest long-distance phone company in the country. But now he was a disgrace.

“It was not until the end of the day that the silence was finally broken. I walked onto an elevator and overheard a memorable conversation between two senior colleagues of mine: ‘What do you think of the Ebbers’ sentence?’ one professor asked. ‘I think it’s ridiculous,’ the colleague replied. ‘It’s not like he killed someone.’”

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MIT Energy Initiative Study Reports On The Future Of Nuclear Energy

News from MIT Sloan School of Management 

“How can the world achieve the deep carbon emissions reductions that are necessary to slow or reverse the impacts of climate change? The authors of a new MIT study say that unless nuclear energy is meaningfully incorporated into the global mix of low-carbon energy technologies, the challenge of climate change will be much more difficult and costly to solve. For nuclear energy to take its place as a major low-carbon energy source, however, issues of cost and policy need to be addressed.

“In The Future of Nuclear Energy in a Carbon-Constrained World, released by the MIT Energy Initiative (MITEI) on Sept. 3, the authors analyze the reasons for the current global stall of nuclear energy capacity — which currently accounts for only 5 percent of global primary energy production — and discuss measures that could be taken to arrest and reverse that trend.”

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