Saturday, January 31, 2015

Start-up costs for MBA graduates pay off

MBA entrepreneurial grads—specifically those who launched startups during or soon after business school— can expect to make as much as their peers who follow more traditional career paths not long out of school, according to survey data collected as part of the Financial Times’ 2015 business school rankings research.
Of the 7,800 MBA graduates from the world’s top 100 business schools who responded to the FT, 22 percent had launched a start-up. Within three years of graduation, the average annual income of these entrepreneurs was $134,000, compared to $132,000 across the entire sample, the FT reports.
A mere 5 percent of startup founders reported an annual salary of zero three years out, though the FT points out that survey respondents did have an option to not reveal their income level, so the data may not fully reflect the financial risk taking faced by entrepreneurial grads. That said, of the companies launched by survey participants, 84 percent did report still operating a full three years later.
In general, startups launched by MBA grads tend to fare better than those launched by non-MBAs. Citing the U.S. Bureau of Labor Statistics, the FT noted that roughly 60 percent of new businesses survive three years, far less than the findings of the FT survey and less still than reports from individual business schools. At MIT Sloan, for example, 36 percent of the 2011 MBA graduates started a business, and 86 percent of those were still operating three years later, according to the FT report.
“Of course,” say business school professors. Startups launched by MBA grads do better because their founders have prepared for challenges within the classroom, IESE Professor Pedro Nueno told the FT. “If someone is prepared they are more likely to be willing to take a lower salary or cut back to maintain cash flow,” he said. “They tend to manage better than somebody who just sees an idea and launches without too much analysis.”
Nueno has been tracking the start-up success of his MBA students for several years and has found that 80 percent of those who started companies were still in operation five years after graduation. The majority of startups launched by his students are small—solo ventures or businesses with just a few employees. Still, Nueno has found that they earn as much if not more than their peers who went to work for large corporations, the FT notes.
The FT’s MBA survey revealed that a gender gap exists within entrepreneurship among MBAs, with only 16 percent of female graduates reporting starting a company, compared to 24 percent of male grads. But, notes the FT, “this divide is little different to the wider world of start-ups, in which male founders are more common the female ones.”
Not all survey respondents went as far as to say that business school itself was helpful with the practical matters of launching a startup (30 percent said no) or securing financing (60% disagreed). Likewise, enthusiasm for the value of business school’s alumni networks in the startup launching process was lukewarm. A third disagreed with the statement that alumni helped start their business and more than half (55%) stated that alumni provided no help with fundraising.
Both the success of MBA graduate founders as compared to their classmates in traditional fields and the startup survival rates varied from business school to business school, with institutions ranked in the top five for entrepreneurship teaching faring the best. For example, entrepreneur MBA grads from top-ranked Stanford Graduate School of Business reported average salaries of $190,506 three years after graduation, compared with $170,433 for fellow graduates who didn’t launch businesses.
Despite these encouraging statistics, entrepreneurship is still pursued by relatively few within business education, the FT noted. Taken together, the survey findings suggest that just 8 percent of the 2011 MBA graduate community currently makes an income solely from entrepreneurial ventures.

For more information, please see the Financial Times 

Friday, January 30, 2015

GMAT Enhanced Score Report

The new GMAT Enhanced Score Report (ESR) provides test takers with a comprehensive set of post-exam diagnostics including rankings, response times, and a customized summary – to help evaluate strengths and weaknesses and provide additional insight into the skills tested within each GMAT section.

In addition to the usual section and total scores, test takers can discover how much time they spend on each question, compare their skill level with other test takers (from the past three years) and identify areas where they excel and where they need to improve.

Key Benefits include:

  • Overall section performance ranking
  • Sub-section ranking
  • Time management ranking
  • Percentage of questions answered correctly
  • Average response time
  • Ability to benchmark against other test takers from the past three years
  • Customized summary report for each section that assesses strengths and weaknesses

The ESR puts test-takers in control of their future study, preparation, and test-taking strategy, while helping you to evaluate and refine your GMAT test preparation programs. 

For more information, please see the GMAC site

Saturday, January 24, 2015

ハーバード・ビジネス・スクール Dean Fights to Keep MBA Relevant

Harvard Business School Dean Nitin Nohria admits the traditional elite U.S. MBA faces problems.  

1. MBAs are no longer essential for a career at Goldman Sachs or McKinsey & Co. 
2. $100,000 is seen as expensive.
3. The rise of Asian business schools poses another challenge. Many Asian students and successful entrepreneurs have opted to stay closer to home to hone their skills. Business schools have mushroomed in India and China, offering courses and networking opportunities that are more relevant to their home markets.
4. Top U.S. business schools have responded by introducing shorter and more specific business programs, and adding international business cases for study.

Harvard's Strategy: 
a) Expand in Asia. Harvard opened its first research center in Hong Kong 15 years ago. About 10% of our business cases then were international. Now it has eight research centers around the world, including Mumbai, Tokyo and Shanghai, and 60% of our cases are global cases. 
b) Attract Asian donors: aim to get 100 people who can give $1 million each to support the international activities of the school. I want to build a broad base. My dream will be 30%-40% of that group will be from Asia.
c) Tap into the explosive Asian market. Japanese students used to be 30 or 40, now down to to four to five. 
As for Greater China, our mix has shifted to mainland. Now a quarter of the students are from Hong Kong, and three quarters from China. It used to be the vast majority of Chinese students were from Hong Kong.
d) Increase financial aid. Tuition has been going up by 4%, and HBS is increasing financial aid, at a rate of almost 5%-7%. Almost 28% of HBS tuition is now given away as scholarship. Last year 50% of students receive some forms of financial aid. Twenty years ago it was almost impossible to imagine.
e) Demand for 2-year MBA programs has declined 20% from year 2000.

For the full article see WSJ


タック・スクール・オブ・ビジネス Dartmouth Tuck: New Dean Aims to Shake Up MBA Program

The Tuck School of Business at Dartmouth has a new dean for the first time in 20 years.  Matthew Slaughter, Tuck’s associate dean for faculty, will take on the elite school’s top job on July 1.

Slaughter, 45, wants to shake up the traditional MBA model, because students want flexible alternatives to two-year, full-time programs. He wants to:

1. Build a digital platform for Tuck courses similar to those University of Pennsylvania’s Wharton School offerings on Coursera or Harvard Business School’s HBX digital platform, which offers online access to course materials.

2. Expand Tuck’s non-MBA offerings—which currently comprise an executive master of business administration program, a non-degree “bridge” program for incoming M.B.A. students, a Master of Health Care Delivery Science offered jointly with the Dartmouth Institute for Health Policy and Clinical Practice, and select undergraduate courses at Dartmouth and Bowdoin College in Brunswick, Maine—and may add shorter masters programs geared toward younger graduate students.

3. Attract more women. Women make up just under a third of Tuck’s current enrollment. Tuck has a new partnership program with the all-women’s Smith College in Northampton, Mass., set to debut this spring. He also wants to talke more to Tuck Initiative for Women about leveraging the Tuck alumni network to advance their careers.

For more information, please see the WSJ.