Berkeley Haas | Mr. Army Officer
GRE 325, GPA 3.9
Berkeley Haas | Mx. CPG Marketer
GMAT 750, GPA 3.95
Yale | Mr. Healthcare Geek
GMAT 680, GPA 3.5
Stanford GSB | Ms. Education Reform
GRE 331 (Practice), GPA 2.92
USC Marshall | Mr. Low GPA High GMAT
GMAT 740, GPA 2.44
Berkeley Haas | Ms. Against All Odds
GMAT 720, GPA 2.9
Harvard | Mr. MedTech Startup
GMAT 740, GPA 3.80
GMAT -, GPA 2.9
Chicago Booth | Mr. Consulting Hopeful
GMAT 720, GPA 3.6
Kellogg | Mr. Operations Analyst
GMAT Waived, GPA 3.3
Harvard | Mr. Google Tech
GMAT 770, GPA 2.2
Yale | Mr. Army Pilot
GMAT 650, GPA 2.90
Wharton | Mr. Senior Analyst
GMAT 750, GPA 3.2
Stanford GSB | Mr. Future VC
GMAT 750, GPA 3.6
Stanford GSB | Ms. Access To Opportunities
GRE 318, GPA 2.9
Tuck | Mr. Product Marketer
GMAT 730, GPA 3.1
Wharton | Ms. Finance For Good
GMAT 730, GPA 3.7
UCLA Anderson | Mr. International PM
GMAT 730, GPA 2.3
Stanford GSB | Mr. Low GPA To Stanford
GMAT 770, GPA 2.7
London Business School | Mr. Midwest Engineer
GMAT 750, GPA 3.69
Harvard | Mr. Policy Development
GMAT 740, GPA Top 30%
Cambridge Judge Business School | Mr. Champion Swimmer
GMAT 750, GPA 3.7
MIT Sloan | Mr. NFL Team Analyst
GMAT 720, GPA 3.8
Kellogg | Mr. Tech Auditor
GRE 332, GPA 3.25
NYU Stern | Mr. Washed-Up Athlete
GRE 325, GPA 3.4
UCLA Anderson | Mr. Southern California
GMAT 710, GPA 3.58
Ross | Mr. Brazilian Sales Guy
GRE 326, GPA 77/100 (USA Avg. 3.0)

UToronto Makes Major Leap Toward Gender Pay Equity

Bias In Organizations May Not Just Come From The Top

News from Northwestern University Kellogg School of Management 

“When researchers have studied the phenomenon, they have often investigated the women who fail to rise into leadership positions. What barriers might be preventing them from assuming top jobs? But that leaves out questions about what happens to women who do make it to the top. Might some of the difficulty they face be due to how others in the organization perceive their leadership?

“In new research, Kellogg finance professor David Matsa and colleagues explore whether subordinates are resistant to working for a woman. The researchers focused on the dynamic between female principals and the male teachers who work for them. They focused on schools in part because of the rich datasets available in public education, and the uniqueness of employee turnover in schools, where departures are almost always the teachers’ decision and not their bosses’.”

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Indiana University President Michael McRobbie, right, and Simon Jackman, University of Sydney chief executive. IU photo

IU President Presents Kelley-Authored Economic Report At CEO Summit In Washington, D.C.

News from Indiana University Kelley School of Business

“At a recent summit of American and Australian chief executives in Washington, D.C., Indiana University President Michael A. McRobbie presented findings of an economic report prepared in part by two research centers in the Kelley School of Business.

“The American Australian Business Council commissioned the report, which highlights a deep and multifaceted economic relationship between the two countries. The organization consists of C-suite leaders who seek to foster active dialogue, encourage innovation, improve trade and support growth on both sides of the Pacific. Members include a who’s-who of U.S. and Australian companies.”

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How Firms Can Avoid The Mediocrity Trap

News from INSEAD

“XYZ Company had a vacancy for a new sales director. In due course, only two candidates remained. Given the company’s ambitious expansion programme, most interviewers were convinced that the much better choice was Alex. But to everyone’s surprise, the hiring VP selected Zane, despite his objectively weaker track record.

“As the social scientist (and humourist) Leo Rosten said: ‘First-rate people hire first-rate people; second-rate people hire third-rate people.’ Of course, individuals are much more complex than this statement suggests. But for the sake of argument, let’s say that A-players are a firm’s top performers; B-players its average worker bees; and C-players those tagging along for the ride.

“In real life, many B-players indeed fail to hire the best people, generally out of insecurity. On some level, they fear being outperformed or even replaced. The less confident they are about their own level of competence, the more threatened they feel.”

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Vincent Stanley. Yale SOM photo

Grow From Values: Lessons In Sustainability And Growth At Patagonia

News from Yale SOM

“The world is faced with a two-pronged crisis from environmental devastation and social inequality, according to Vincent Stanley, and all actors—governments, businesses, and non-governmental organizations—must play a role in response, not only by reducing their harm but also by working proactively to restore the planet.

“Stanley, currently director of philosophy at Patagonia (which he joined more than 40 years ago) and an Executive Fellow at the Yale Center for Business and the Environment, shared his thoughts on Patagonia’s evolution towards sustainability and environmental activism, the role of business in improving the planet, and challenges for the next generation of business leaders during a January 23rd visit to Yale SOM’s Social Impact Lab.”

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