Tag Archives: Kellogg School of Management
December 4, 2014
MBA hopefuls are always looking for clues as to how the admissions process works. With that in mind, Northwestern University’s Kellogg School of Management has attempted to demystify the applicant assessment process with a series …
MBA hopefuls are always looking for clues as to how the admissions process works. With that in mind, Northwestern University’s Kellogg School of Management has attempted to demystify the applicant assessment process with a series of blog posts this week.
Beth Tidmarsh, director of admissions for full-time MBA programs at Kellogg, addresses three key areas in this series: intellectual ability, work experience, and professional goals. While this information is tailored for a specific group of applicants, we believe the guidance holds true no matter where you’re applying.
Kellogg is looking for candidates who have demonstrated academic excellence. While your GMAT or GRE scores are key indicators that you can handle the work, the admissions team also wants to see what you’ve done to broaden your knowledge base and challenge yourself academically.
“If your scores or grades seem a little lopsided, we dig deeper into your application to look for evidence that you’ve taken steps to develop those skills,” says Tidmarsh. “That tells us if you’ve taken charge of balancing out your skill set.”
When in doubt, err on the side of explaining any dips or gaps in your academic record. You never want the admissions team speculating about your past performance.
Tidmarsh’s comments about work experience are particularly enlightening, and perhaps reassuring as well for some candidates. The director explains that applicants are analyzed within the context of their own career paths—not compared against each other.
Use your application to show how your work experience is noteworthy. If you’ve taken on more responsibilities, been promoted more quickly, and generally progressed faster than others at your same level, this is the kind of information the admissions officers want to hear, says Tidmarsh.
We really like her tip to help applicants avoid the trap of using too much industry-specific jargon.
“Think about how you would explain your job to a 10-year-old or your grandmother…This is a great place to show us how you can communicate ideas across fields and disciplines.”
Because the admissions team already has a copy of your resume, use the opportunities within the application to further explain your responsibilities and provide rich detail about your career to date. Don’t just copy your resume into the input fields, Tidmarsh admonishes.
Finally, it’s important to have a pretty clear picture of your career goals and how a Kellogg MBA will help you reach them. That’s not to say you can’t change your mind once you’re on campus. Students often explore new paths while in business school, and may decide to pursue a new direction after experiencing all that an MBA program has to offer.
“Our Admissions officers are checking to make sure you’ve got a plan in mind. We understand the plan may change over time, but do think about what areas and opportunities you would focus on if you were starting our program today,” Tidmarsh advises.
November 7, 2014
This fall has been a busy and energizing time thus far at Northwestern’s Kellogg School of Management, so I thought I’d share just a few of the highlights here on the blog.
In early October, my alma mater hosted the 2014 Kellogg Marketing Leadership Summit, an invitation-only event that brought together more than 100 prominent senior executives, Kellogg faculty, and thought leaders at McKinsey & Company and Egon Zehnder to discuss the challenges and opportunities facing chief marketing officers at companies such as McDonalds, Target and many others.
During that same time, President Barack Obama visited Northwestern’s campus to speak about the economy with Kellogg students. “There is a reason why I came to a business school instead of a school of government,” Obama told the gathering. “I actually believe capitalism is the greatest force for prosperity and opportunity that the world has ever known.”
Kellogg also announced the expansion of its newest degree track, the Russell Fellows Program’s M.S. in Management Studies (MSMS), by opening admissions for July 2015 enrollment to accredited schools outside of Northwestern.
Kellogg is the first top-tier business school to develop a master’s program of this kind in response to strong demand. Designed to help recent graduates launch their careers, the program focuses on teaching foundational management skills and offers access to a dedicated career coach.
Finally, with $58 million in new gifts, Kellogg is celebrating a banner fundraising year for the Transforming Together campaign.This brings the total raised to-date to $225 million, and has propelled the school ever closer to its $350 million goal.
There’s tons of exciting things happening at Kellogg School of Management, so I invite you to read more about these recent events by following the links above.
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October 20, 2014
By now, you’ve either fantasized about how hectic yet amazing business school life is, or you’re living it right now. Rohan Rajiv, a first-year student in Northwestern University Kellogg School of Management‘s two-year MBA program, …
By now, you’ve either fantasized about how hectic yet amazing business school life is, or you’re living it right now. Rohan Rajiv, a first-year student in Northwestern University Kellogg School of Management‘s two-year MBA program, has written a thoughtful blog post on how to prioritize your experiences—and it begins with putting yourself above all else.
While he started the program fully aware of the many interesting academic things he would learn throughout his time at Kellogg, Rajiv says he didn’t expect he would have to learn about such things as decision-making and trade-offs, both of which guide the daily experience at business school.
The challenge of competing priorities—academics, career planning, extra-curriculars, social, family, ourselves—can sap all your energy until you learn to rank them in order of importance. Rajiv shares three core ideas he’s learned about maintaining balance so far:
Make decisions easy for yourself by being crystal clear about your core priorities.
“If you aren’t clear about the relative importance of your core priorities, you are going to drain your energy every day just thinking about these decisions. Once you get clear on your own priorities, decisions get much easier.”
Pre-decide your days and weeks as far as possible.
“Most of the time you have enough information to plan in advance. There’s a high return-on-investment on being brutally organized. Pre-decide by blocking off your time for the week based on your priorities. If you don’t prioritize exercise and sleep, other things will get in the way. Be proactive to drive your own agenda. Or someone else will.”
Make time to reflect.
“The busier things are, the more you need time to reflect. Learning-by-doing is incredibly inefficient if you don’t have enough time to take stock. Again, the return-on-investment on a little reflection time is incredibly high.”
The competing priorities never go away, Rajiv acknowledges, but figuring out the best way for you to get a handle on it will make all the difference in your enjoyment level throughout your MBA experience.
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October 6, 2014
MBA programs place a major emphasis on networking skills with their students and graduates, but a new study written by professors at Harvard Business School, Rotman School of Management, and Kellogg School of Management looks …
MBA programs place a major emphasis on networking skills with their students and graduates, but a new study written by professors at Harvard Business School, Rotman School of Management, and Kellogg School of Management looks at the sometimes negative psychological impact professional networking can have on an individual.
Financial Times covers the study in a recent article, and looks at the issue of how professional networking can make people feel awkward and insincere because it’s perceived as being about career self-interest rather than making friends.
This sense of “moral impurity”, as its labeled by the researchers, prevents people from networking further, says the Rotman School’s Tiziana Casciaro, who is an associate professor of organizational behavior and human resource management.
“[These feelings] really have an impact on someone’s career. Networking is better for people’s development and advancement, this is how you learn the job, acquire knowledge and opportunities. It is important,” Casciaro tells FT.
To break out of the negative mindset toward networking, professionals must remember that cultivating a reciprocal relationship where both parties share knowledge and have mutual respect is a valid and important goal. Be willing to put time into building the relationship, and also be open to discovering new relationships, which may come from the most unlikely of places.
The best way to feel good about professional networking is to give before you get. Become a resource for others: pass on articles that could be helpful, or share employment leads when appropriate.
“If you keep an open mind and see it as an exchange of knowledge it becomes a much less selfish exercise,” Casciaro says, adding that having a genuine curiosity about the person they are talking to will make the networking far more successful.
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September 18, 2014
This week, Northwestern University’s Kellogg School of Management announced it has reached several key milestones in its Envision Kellogg plan for transformation, including a new brand strategy focused on “inspiring growth.” The new brand strategy, …
This week, Northwestern University’s Kellogg School of Management announced it has reached several key milestones in its Envision Kellogg plan for transformation, including a new brand strategy focused on “inspiring growth.”
The new brand strategy, “brave leaders inspire growth in people, organizations and markets,” sharpens how the school articulates the Kellogg difference in developing growth-minded leaders.
“Growth has long been the imperative and continues to be the biggest challenge that every organization faces,” says Kellogg Dean Sally Blount. “But the rules have changed since 2000. Bigger is not always better.”
Kellogg has also announced the launch of a new global experiential learning program entitled International Growth Lab, a course where students from Kellogg and a network school will collaborate remotely and on the ground to develop international growth strategies for global companies. This program provides the opportunity to gain real-world experience managing diverse teams across geographic boundaries and time zones.
Blount notes that currently 125 to 150 of Kellogg’s MBA candidates are doing a quarter abroad at a partner or exchange school, while another 200 do a two-week experiential learning course abroad. “About 50% of all our MBA students are choosing to participate in these options,” the dean tells Poets & Quants.
Additionally, Kellogg has increased the size of its One-Year MBA Program by nearly 20 percent over the past two years, and will continue to evolve with the market. The two-year program will shrink slightly in what Blount calls a rebalancing of the portfolio to meet market demands.
A core tenet of the Kellogg strategic plan is its distinctive approach to thought leadership that integrates foundational departments with four cross-disciplinary initiatives: Markets and Customers; Architectures of Collaboration; Innovation and Entrepreneurship; and Public-Private Interface.
Thomas Hubbard, senior associate dean of strategic initiatives and professor of strategy at Kellogg, says, “This thought leadership translates directly into what and how we teach.” In three years, Kellogg has launched more than 55 new courses, focused on innovation and entrepreneurship, growth and scaling, and data analytics, comprising 25 percent of its total curriculum.
This includes six new courses focused on growth and scaling, ranging from scaling operations to personnel management in a rapidly growing organization, as well as three new courses in data analytics. Kellogg today offers 11 elective courses in data analytics across six foundational departments, the most robust curriculum in the industry.
Although universally known for its strength in marketing, these bold moves show Blount’s mission to change the public’s perception of the school. “We have always been a general management school,” Blount explains in Poets & Quants. “There were people in the market who tried to portray us as just a this-or-that school. That was a defensive tactic by competitors. Yes, we had stronger marketing relative to our peers, but it was a market-created perspective to categorize Kellogg as a marketing school and not make us as fierce a competitor. We have to push back on that by showing that we have never been just that.”
All of these milestones in Kellogg’s strategic plan have been enabled, at least in part, by its campaign. During the 2013-2014 academic year, Kellogg raised $47 million, bringing the capital campaign to $215 million under Dean Blount’s leadership that began in 2010. The Kellogg campaign is focused on enhancing thought leadership, increasing scholarships, expanding global connectivity and building a lakefront global hub.
“Sometimes growth means pulling back to attain greater clarity and focus,” says Dean Blount. “Our ‘inspiring growth’ brand strategy highlights the important dual meaning of the English word ‘growth’ – both in terms of increasing economic value and increasing self-knowledge and insight.”
September 9, 2014
Technology and entrepreneurship are changing the face of management education, a story in Monday’s Chicago Tribune reports. Economic and social challenges require creative solutions, and business schools have found themselves rapidly adapting to address those …
Technology and entrepreneurship are changing the face of management education, a story in Monday’s Chicago Tribune reports. Economic and social challenges require creative solutions, and business schools have found themselves rapidly adapting to address those issues head-on.
To meet the needs of a volatile job market, many elite MBA programs have begun to shift away from case studies and quantitative models to place greater emphasis on experiential learning and degree concentrations so that graduates are ready to hit the ground running on Day 1.
The globalization of business requires a new generation of leadership that is able to comfortably navigate in various cultural contexts. To meet that challenge, more and more schools have made international projects a degree requirement, such as the new global insight program announced by Tuck School of Business last week.
For MBA applicants who already know what they want to do post-graduation, the one-year MBA is an option that has grown tremendously in the past couple of years.
Since Dean Sally Blount took the helm at Northwestern University’s Kellogg School of Management in 2010, the school has refocused its energies to boost one-year MBA enrollment to keep pace with the global marketplace. However, this type of program is for students who aren’t looking to change careers, because it offers no internship.
Meanwhile, top MBA programs across the country are adding multiple courses in entrepreneurship to meet a growing demand, despite the fact that only an estimated five percent of graduates start their own company straight out of business school.
Ultimately, “Business school is all about constant change and improvement and response to the market,” Elissa Sangster, executive director of the Forte Foundation, a nonprofit consortium of companies and business schools supporting women’s access to business education, tells the Tribune. “It’s always good to look for the next thing to produce better future leaders.”
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