Tag Archives: Haas School of Business
February 27, 2015
When the UC Berkeley Haas School of Business introduced its new curriculum five years ago, the emphasis would be on creating innovative leaders. Haas students have a distinct profile in the marketplace: MBAs who have …
When the UC Berkeley Haas School of Business introduced its new curriculum five years ago, the emphasis would be on creating innovative leaders. Haas students have a distinct profile in the marketplace: MBAs who have tried unusual things, taken risks, and explored new frontiers.
The school published a Q & A this week with Dean Rich Lyons where he reflects on the fifth anniversary of introducing the Haas Defining Principles, an initiative that has touched all aspects of Haas: admissions, curriculum, staff hiring and reviews, alumni relations, and day-to-day operations.
Here is an excerpt from that interview that current Berkeley MBA applicants may find interesting, as it conveys how Haas strives to differentiate itself while creating ‘path-bending leaders':
Q: Haas now has five years worth of graduates who grew up with the Defining Principles. How are you seeing this reflect back on the school?
A: I see it all the time. Here’s an example: we hand out our “culture cards” that list the Defining Principles. When I go to see a donor or alum I always ask, “Do you know about the culture work we’ve been doing?”
Many, many of them say, “I’ve got the culture card on my desk.” Or they have it in their wallet or purse. It’s not just that they’re aware of it—they are using it, and they have an appetite to be guided by it. They’re proud of it.
Another example: I was at lunch recently with some venture capitalists who don’t know the school very well, and I handed a culture card to them. They said, “This describes the kind of people we like to fund.”
Questioning the status quo is the first principle on the list, and most entrepreneurs are very good at that. But these VCs also know that if you can’t build a team as an entrepreneur, you won’t be successful. Confidence Without Attitude—they said that’s exactly what they’d like to see more need of. Students Always and Beyond Yourself fit in as well.
Check out the complete interview to learn the dean’s thoughts on how the school has changed since 2010, what other MBA programs should focus on if they too are interested in cultural change, and what shifts he envisions for the campus in the years to come.
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September 3, 2014
Dean Rich Lyons of the UC Berkeley MBA program at the Haas School of Business has appointed Stephanie Fujii, MBA ’04, as the first assistant dean of the Full-time MBA Program and Admissions, a newly created …
Dean Rich Lyons of the UC Berkeley MBA program at the Haas School of Business has appointed Stephanie Fujii, MBA ’04, as the first assistant dean of the Full-time MBA Program and Admissions, a newly created position at Haas.
An alumna and nine-year veteran at Haas, Fujii served most recently as executive director of Full-time MBA Admissions. In her new role, she will oversee both the full-time MBA admissions and the full-time MBA program office.
Fujii has held a number of roles at Haas over the past decade. As executive director of admissions for the Full-time MBA program, she led her team in integrating the school’s Defining Principles into the admissions process. She also helped streamline the admissions process, moving to an online evaluation system, and consolidating application rounds from four to three.
Fujii and her team have strengthened the diversity of the applicant pool, significantly increasing applications from international candidates, women, underrepresented U.S. minorities, and military candidates in particular. In fact, full-time MBA students who began classes at the Haas School of Business last week included a record 43 percent women as well as a record number of international students, the school reports.
“Our goal every year is to strengthen the diversity of the applicant pool across many dimensions, and we are thrilled to see our efforts reflected in this class,” says Fujii. “We continually hear from our students and alumni that working with people who think differently, and who have experienced the world differently, was critical to their development as leaders.”
Berkeley Haas has recently increased efforts to build relationships between newly admitted women, female faculty, and alumnae in leadership roles as a way to build a sense of community among students, particularly women.
Akilah Huguley, MBA ’15 and the class vice president of admissions, says there have been many thoughtful conversations over the past year about gender balance and why it’s important to MBA programs across the country and specifically to the Haas community. “I don’t believe any of us can say we weren’t surprised to see that 43 percent of this class is female. But what a pleasant surprise it is,” she says. “However, I do not believe this number happened by chance.”
As part of the new Full-time MBA Program and Admissions department structure, Erin Kellerhals will become the executive director of Full-time MBA admissions and Dan Sullivan will be the director of the Full-time MBA Program Office.
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November 11, 2013
Carnegie Mellon University’s Tepper School of Business takes the top spot in Bloomberg Businessweek’s 2013 ranking of the best part-time MBA programs. With a close-knit cohort of just 194 students in the program, this part-time …
Carnegie Mellon University’s Tepper School of Business takes the top spot in Bloomberg Businessweek’s 2013 ranking of the best part-time MBA programs. With a close-knit cohort of just 194 students in the program, this part-time curriculum is the same as the full-time version but is completed in three years instead of two.
This is the first time the Tepper School lands the coveted top spot, having finished in third place in the 2011 rankings and seventh in 2009.
“Eighty-seven percent of Tepper grads reported a salary increase, the highest percentage of any school in the ranking, and the Pittsburgh-based B-school scored in the top 10 of all three ranking measures,” Businessweek reveals.
Coming in a close second was UC Berkeley’s Haas School of Business, which is considerably larger with 800 students in the part-time program. The Haas School ranked fifth in the 2011 survey, and the school notes that surveyed graduates from the class of 2013 gave Haas an A+ for teaching quality, an A+ for caliber of classmates, and an A+ for curriculum.
Top Ten Part-Time MBA Programs
- Tepper School of Business
- UC Berkeley Haas School of Business
- Cox School of Business (Southwestern Methodist University)
- UCLA Anderson School of Management
- Love School of Business (Elon University)
- College of Business Administration (Loyola Marymount University)
- Jones Graduate School of Business (Rice University)
- Chicago Booth School of Business
- Crummer Graduate School of Business (Rollins College)
- Michigan Ross School of Business
Businessweek explains that their biennial part-time ranking, first conducted in 2007, is unique in that it separates schools into six geographic regions, and ranks each separately, since the part-time MBA format doesn’t lend itself to traveling long distances multiple times a week.
The ranking is based on a poll of the graduating class of 2013, which accounts for 40% of the results; an academic quality measure, which accounts for 30%; and post-graduation outcomes, which measure whether the schools were completely responsible for helping students achieve their career goals and account for 30% of the ranking.
March 23, 2012
Deans from the Haas School of Business at the University of California, Berkeley, and Columbia Business School announced today that the Berkeley-Columbia Executive MBA Program will come to closure in February 2013 when the current …
Deans from the Haas School of Business at the University of California, Berkeley, and Columbia Business School announced today that the Berkeley-Columbia Executive MBA Program will come to closure in February 2013 when the current class graduates.
Rich Lyons, professor of economics and finance and dean of Berkeley-Haas, and Glenn Hubbard, Russell L. Carson Professor of Finance and Economics and dean of Columbia Business School, said the joint decision was reached in recognition of each school’s goals and future direction.
The Haas School plans to launch a stand-alone MBA for Executives program in 2013, in addition to its Full-time MBA and Evening & Weekend MBA programs.
Columbia Business School recently launched a Saturday-only delivery option to augment its EMBA-New York program, in addition to its EMBA-Global partnership programs with London Business School and University of Hong Kong and full-time MBA program.
Current students in the Berkeley-Columbia Executive MBA Program will continue taking classes at both schools’ campuses. As with prior graduates of the joint program, the Class of 2013 will be awarded MBA degrees from both Columbia and Berkeley and will become part of the alumni networks of both schools.
Prospective students who have been admitted to enter the Berkeley-Columbia Program in May 2012 will be offered three options: 1) enter any of Columbia Business School’s EMBA programs, 2) enter the Berkeley Evening & Weekend MBA Program at the Haas School, or 3) enter the new Berkeley MBA Program for Executives when it begins in 2013.
The Berkeley-Columbia EMBA Program, which enrolled its first class in May 2002, will have graduated over 600 students when it concludes next year. It is taught equally by Berkeley-Haas and Columbia Business School faculty in classes held on both the Berkeley and Columbia campuses. The Berkeley-Columbia EMBA program spans 19 months with classes starting in May and ending in December of the following year. Commencement takes place in February.
January 19, 2012
To further its mission of creating “pathbending” leaders, UC Berkeley’s Haas School of Business has introduced new courses this spring that reflect recent attitude shifts on issues ranging from social and environmental challenges to marketing, …
To further its mission of creating “pathbending” leaders, UC Berkeley’s Haas School of Business has introduced new courses this spring that reflect recent attitude shifts on issues ranging from social and environmental challenges to marketing, innovation, and more.
For full-time MBA students, professor David Vogel‘s two-unit course on Environmental Management and Policy will explore how corporations can both cause and improve environmental problems, and how public policy can both facilitate and constrain improvements.
A one-unit seminar on Ethics and Decision Making in Green Product Design, taught by Associate Professor Christine Rosen, will examine the social, political, legal and business issues raised by our increasing awareness of impacts on human health and the environment.
Students of both the full-time MBA and Evening & Weekend MBA programs may choose professor Jennifer Chatman‘s new elective on Leadership. The course will feature a series of live cases run by high-profile executives, and includes self-assessments that give students a better understanding of their strengths and challenges as developing leaders.
For students in the Evening & Weekend MBA program and the Berkeley-Columbia Executive MBA program, the school will offer a semester-long immersion into the roles and responsibilities of innovation managers in Bill Pearce‘s Design and Marketing New Products.
Students entrepreneurs can make their big idea a reality in The Lean LaunchPad, taught by serial entrepreneur Steve Blank. A proponent of agile development and lean startups, Blank will guide students in building and launching a company in one semester.
Finally, professor David Teece will lay out a new approach to management based on his “dynamic capabilities” theory in the two-unit course, Strategic Management and Innovation: Knowledge, Intellectual Capital & Competitive Advantage.
With six new courses available to full-time MBA, Evening & Weekend MBA, and Berkeley-Columbia Executive MBA students, plus five additional courses and two workshops introduced at the undergraduate level, UC Berkeley’s Haas School of Business appears dedicated to providing tomorrow’s leaders with the tools they will need to solve the thorniest management challenges.
September 15, 2011
*Please note that no client details are ever shared in SBC Scoop or otherwise without complete sign off from client. Today is the third year anniversary of the Lehman collapse, which sent a ripple of …
*Please note that no client details are ever shared in SBC Scoop or otherwise without complete sign off from client.
Today is the third year anniversary of the Lehman collapse, which sent a ripple of unemployment through the financial sector. In the past, unemployment was a red flag that required conscious mitigation. Now, business schools realize that even the best employees may have gone through a period without work over the last three years.
Christian wasn’t hit personally by the financial crisis, but he was an analyst at a large social media website that ultimately couldn’t compete with facebook. Due to the credit crunch, the parent corporation no longer had the patience to withstand huge losses from this website in 2009, and decided to lay off 50% of the workforce.
Other than his unemployment, Christian was a strong candidate with a 3.7 GPA from Emory and a 740 GMAT score. His work experience showed progression in the form of a promotion from Analyst to Sr. Analyst at his company in only 18 months. He had spent another two years at the social networking site before the round of layoffs.
When we started working with Christian he was still unemployed and had decided to use his time to start his own business. He was working on a niche retail website in his spare time, and volunteering with an organization called Taproot to keep his strategy skills fresh. Christian wanted to pursue his MBA to give him a basis in Marketing and Accounting that would help him operate his own company. He wanted to stay in the bay area and was only applying to Haas and Stanford.
The key aspect that helped us shape Christian’s profile was that he had remained busy and optimistic. Christian saw the layoff as an opportunity to pursue a dream of entrepreneurship. This was a story that could be told easily in his applications, and we focused one essay on how he wrote a business plan for his retail site, and the networking he did to understand the overall industry and the market size for his target audience. This story showed that he was determined, hard working, and able to use his people skills to expand his network.
The volunteer work that Christian was heavily involved in gave him an opportunity to cite recent teamwork. He also showed that he was interested in giving back, even while he went through tough times himself. We used the optional essay and his recommendations to show that he was a top performer who simply ended up at an unprofitable company. In his essays about work he was able to show that he had learned a lot about business from being part of a failed company. Overall, Christian showed that he had the grit to persevere through a difficult experience ”“ a quality that is in high demand within MBA programs.
Despite his unemployment Christian was admitted to Haas where he made the most of the opportunity to become an expert on Marketing and Accounting for his start-up.
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