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FROM Haas Admissions Blog: Global Leadership Opportunities at Berkeley-Haas Grow Even Bigger |
Berkeley MBA students have access to online courses and week-long courses at business schools worldwide thanks to Berkeley-Haas' membership in the Global Network for Advanced Management, a network of top business schools committed to educating global leaders. Launched in 2012 by the Yale School of Management, this network of 28 business schools spread across five continents connects each member school with regions, cultures, and economies in different phases of development. Students gain access to network programs that include: Global Network Weeks: Mini courses taught at member schools, such as:
Read more about the addition of Berkeley-Haas to the Global Network for Advanced Management in this Financial Times article. All three of our MBA programs, [b]Full-time, Evening & Weekend, and MBA for Executives, offer access to coursework, experiential learning, and clubs and conferences featuring global leadership learning opportunities. Check out some examples from our Full-time MBA Program.[/b] |
FROM Haas Admissions Blog: Helping Evening & Weekend MBA Students Achieve Career Growth |
Brian Lee transitioned from a civilian career with the U.S. Navy to one in investment banking At Berkeley-Haas, we help students in our top-ranked part-time MBA program think strategically about career objectives, and we offer a structured, personalized approach to launching career transformation. From marketing tools that help you get the interviews you want to preparing you for salary negotiations, we help ensure your readiness for a variety of professional situations. Here's what a few of our students in the Evening & Weekend MBA Program have to say: “The Career Management Group was a huge help in landing my internship with Wells Fargo. They have very strong relationships with companies and institutions in the Bay Area’s financial sector and helped me craft my résumé into something that showcased my project management and engineering skills in a way that appealed to a bank.”—BrianLee, investment banking associate, Wells Fargo Securities “The people in the Career Management Group are insightful and thoughtful. They are very open to accommodating students’ needs and tailoring their advice to your career objectives. And the mock interviews are a good way to knock the rust off your interviewing skills after you’ve been out of that loop for a while.”—Jason Merideth, brand manager, Dreyer's/Edy's “The Career Management Group helped me a lot with recruiting strategy--who to talk to, when, and how. They also helped me hone my interviewing skills.”—Belinda Wang, summer associate, Credit Suisse “The Career Management Group goes far beyond simple coaching. They get to know you and dig until they understand the root of your desire regarding where you want to take your career.”—JackSong, principal, Speak! Communications “As my thinking about advancing my career has changed to encompass switching into a more entrepreneurial role, the Career Management Group has been really helpful. I’m learning to recognize how I show up through my résumé and in interview, and whether that syncs with what I’m seeking.”—Stephen Preston, senior manager of developer advocacy, Autodesk. |
FROM Haas Admissions Blog: Changing Careers—How One Berkeley EMBA Student Made the Move |
While in the Berkeley MBA for Executives Program, Don Ball has learned how to bring an investment mindset to marketing and gained a 68-person advisory board (aka his classmates). Ten years into his career, Don Ball knew it was time for a shift. After years of work in client services—including jobs at a global ad agency and consulting for IBM Global Business Services—Don had a breadth of knowledge about business challenges in many fields. But now he wanted to apply that expertise within a single company in a dynamic industry—the payments field. He knew an MBA would make him more competitive in his career move, and applied to the Berkeley MBA for Executives Program. But when he landed his ideal job before he even graduated, he braced himself for a challenge. “It’s certainly not easy to start a new job while going to school at the same time, but I discovered it’s definitely feasible and has some advantages,” says Don, EMBA 15, who now works as the director of global innovation marketing for Visa Inc. In his new role at Visa, Don immediately began applying the concepts he was learning at Berkeley-Haas. Not only did core courses in areas such as strategy and finance improve his general ability to converse and work with those teams on the job, insight from other EMBA experiences helped him in specific work situations. As part of a project for the New Venture Finance course taught by Maura O’Neill, Don role-played a venture capitalist, while other students acted as startup entrepreneurs or members of a large corporation’s venture group. “As the venture capitalist, I actually went through term sheet negotiations with the entrepreneurs and tried to compete against the corporation looking to invest in the company,” Don says. “This insight was really beneficial, as one of teams I work with at Visa is the corporate ventures team, which makes investments in Fintech startups.” Another helpful class was Turnarounds taught by Peter Goodson. “This course helps you understand how your actions impact value-creation of the business and that, in turn, contributes to an investment mindset for marketing. That has had a major impact in my day-to-day role at work.” Beyond coursework, Don says he benefited from the insights of his classmates who provided valuable information and feedback during his career transition. “EMBA participants have a huge variety of skills and expertise, and because all 68 of us are together for 19 months, people really get to know you—they see where you are strong and where you can improve. My classmates provided an intimate advisory board to me through my job decision process. I think that is a major value driver of the program.” |
FROM Haas Admissions Blog: Classified: Berkeley MBAs Tackle The "Wicked Problem" Of The California Drought |
Outside it was a cold, hazy morning, but inside the Haas Innovation lab the room was warm and full of laughter. A group of full-time MBA students held center stage as they mimed taking a shower. Before that, two others had played the role of a couple talking to a therapist; another student had carried a mock baby and pretended to go shopping. But this wasn't an improv class, and the students weren’t just there to have fun. Rather, they were focused on a very serious problem—fixing the California drought. It was the task they were given as part of their first-semester Problem Finding Problem Solving class—a requirement for all Berkeley MBA students, and an important introduction to tackling the kind of complex situations they'll have to deal with throughout their careers. “No one’s going to say to them, ‘Here’s a problem, go solve it.' That would be within their comfort zone as business-minded people,” said Haas Executive-in-Residence David Riemer, one of the judges for the students' final presentations. "But innovation doesn't happen that way—it happens when people have the tools and inclination to look for a problem to solve and then go solve it. That's what makes this program special." The class was broken into four sections, each with 12 teams that went head-to-head in front of a panel of judges that also included Elizabeth Glenewinkel of gravitytank, Ennis Olson of the Berkeley Innovation Group, Haas Lecturer Clark Kellogg, and Lisa Baird, previously of IDEO and now a master of interaction design student at California College of the Arts. The judges were looking not only at the quality, novelty, and impact of each presentation, but also at the level of storytelling involved. Each group was also competing for their section's top honors: a custom “Golden Sharpie” award from Lecturer Jennifer Caleshu, the instructor for the course. Each year, the class is deliberately structured around a "wicked problem" that has no easy answers. The drought provided ample fodder: Caleshu asked her students to do user research on any dimension of the drought that intrigued them, and to come up with a solution to that particular customer's problems—whether it be restaurant owners, 20-something renters, or organic wineries. “There are going to be many, many solutions, all of which need to be tried,” explained Caleshu. “This is the kind of problem that requires a design thinking approach." The design thinking process gives students a toolkit of approaches that stimulate innovative thinking around serious and complex challenges. It involves collecting information from outside the world of the classroom—or office, extracting insights from that research, coming up with a wide range of possible solutions, and getting feedback to refine those solutions further. “It forces them to really talk to people,” Riemer said. That means the students need to take an innovative and flexible approach, and that can be challenging. “It’s giving them an entirely new way of thinking,” said Viral Shah, MBA 16, a graduate student instructor who went through the class himself last year and who was on the judging panel this year. First-year student Jenny Grzegorczyk, MBA 17, agreed. “It’s something I’ve never been exposed to,” she said. And that’s just the point. As hard as the idea of fixing the drought was, the students threw themselves into their presentations with enthusiasm and creativity. During just one section, there were several strong presentations that found favor with the judges, ranging from a valve that reduced water supply to the most unusual idea: a program to convert dry fountains into public art. “I like how provocative your idea was,” Glenwinkel told the students. “I like that it had nothing to do with apps.” But the final winner for that round was the “FHaaset,” a simple shower device that used audio and visual cues to warn people when they were using too much water. “I think we had a very succinct story,” said Howard O, MBA 17, a member of the winning team, and the student who had acted out the shower scene. The winner for another round was Root Lending (pictured above, from left to right: Nathan Feltz, Gregg Miller, Shipra Agarwal, Debora Basso, and Laura Stewart, all MBA 17). The question they decided to pursue, "How might we make saving water financially attractive?", yielded an idea for a small business loan with rate reductions tied to water savings. Each of the teams received feedback from the panel, but in the end it wasn't really about the presentations or even the solutions themselves. Instead, it was about introducing students to modes of thinking that they can use beyond Haas—where the problems they'll encounter don't always have simple answers. —Maya Mirsky What else do you get to do as a Berkeley MBA? Classified: Game Theory Class Turns to "Survivor" for Life Lessons Classified: An EMBA Immersion Applies Innovation Cycle Lessons to Dating |
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