STANFORD MBA PROGRAM Stanford Graduate School of Business
MBA Admissions Office
Stanford Graduate School of Business
518 Memorial Way
Stanford, CA 94305-5015
USA
650.723.2766
www.gsb.stanford.edu/mba
Change Lives. Change Organizations.Change the World.
W E L C O M E
Change Lives. Change Organizations.Change the World.
Organizational Leadership—A Noble Pursuit 2An Enduring Foundation—Knowledge and Collaboration 6
8 A World-Class Faculty—Leaders in Thought10 Research Centers—Bridging Theory and Practice12 More Than One Way to Learn—Our Teaching Methodology18 Core Curriculum—Grounding You in the Basics22 Tailoring Your Second-Year Selections
A Lifelong Catalyst—Real Community 2630 Life and Learning Beyond the Classroom34 The Global Management Program35 The Public Management Program36 Campus Housing—A Hub for Living38 The Stanford University Connection39 The Alumni Network—A Lifelong Community
No Matter Your Path—Leave Your Imprint 4244 Career Management Resources46 Make Your Mark
The Next Step—Apply 4851 Financial Aid
Anyone can work in an organization or offer advice on how to
run it. Few people can lead one effectively.
True leaders are defined more by action than by title and position.
They inspire the people they lead and cause the organizations
they serve to perform well. In modern society, managed institutions
produce and deliver the vast majority of the world’s goods and
services. Not limited to the private sector, managed institutions
span the nonprofit sector, government, and every imaginable area
of human endeavor. Those entities influence living standards for
individuals and societies throughout the world. That’s why effective
organizational leadership plays a vital role in shaping and improving
our world.
As a student of management, you ultimately will have opportunities
to lead these enterprises. As a student at the Stanford Graduate
School of Business, you will be well prepared for that responsibility.
You will understand the general management principles that create
an enduring foundation for leadership. You will have access
to leading scholars who comprise our faculty and be exposed to
innovative research that influences management theory and practice.
O R G A N I Z AT I O N A L LEADERSHIP—
p3 Organizational Leadership—A Noble Pursuit
At Stanford, however, fundamentals are only the beginning.
Outstanding leadership skills are developed more by experience
and observation than in the classroom, which is why you will
have many opportunities to interact with and to learn from some
of the most successful business and social-sector leaders in the
world. You will learn about communicating a vision, marshalling
great minds around you, and developing strong relationships
and relational skills. You will collaborate and motivate. You will
learn to approach problems with creativity and disciplined thought.
You will benefit from the diverse perspectives of colleagues who
hail from around the globe. In short, you will learn about the art
of leadership as well as its science.
We believe that organizational leadership is a noble pursuit. Effective,
outstanding business and social-sector leaders have a greater potential
for influence than ever before in history. If your passion is to lead
organizations to impact the world in significant—and meaningful—
ways, we want to hear from you.
I welcome your interest in management education and thank you
for considering the Stanford Graduate School of Business.
Robert L. JossPhilip H. Knight Professor and DeanStanford MBA ’67, PhD ’70
A N O B L E PU R SU I T
p5 Organizational Leadership—A Noble Pursuit
In addition to improving the skills I developed while working in investment banking and private equity, I am learning the qualitativeskills that come with being a successful global manager. Leadershipmeans more than strategically analyzing a business situation—itrequires an ability to inspire others while motivating them to worktoward a common goal. The collaborative environment at the GSBencourages us to learn and practice the art of leadership everyday.
Farah Khan, ’04Mount Holyoke CollegeApax Partners
Through my experiences inthe Air Force and here at
Stanford, I’ve observedtremendous consistency inthe qualities necessary forsuccess in military serviceand in business. The GSB
has provided me with an excellent opportunity to
refine those talents and atthe same time focus on
and improve my analytical abilities. I now have a solidfoundation of quantitative
skills, including micro-economics and statistics,
with which I can confidentlyand rigorously approach
any management challenge.
Jason McMillan, ’04University of Pennsylvania
United States Air Force
The GSB culture encourages, and expects, risk-taking. You’re
challenged to stretch yourself academically with MBA classes,
and you have the opportunity to sample courses from other
schools within Stanford—from engineering to public policy to
environmental science. You learn to question your own limits.
You learn to assert yourself, persuade others, and view issues
from different perspectives. You gain insight into your own
experiences, priorities, and aspirations. Ultimately, you refine
your goals. I’ve learned much about my own leadership potential,
as well as enabling others to achieve theirs. I arrived seeking
the skills to become a better businesswoman. Along the way,
I found the path to becoming who I aspire to be as a leader.
Connie Coulomb, ’05University of Buenos AiresMerck Sharp & Dohme
Stanford MBA students share one commonality: a desire to stretch
themselves to realize important life goals. Like all successful
leaders, they recognize gaps in their knowledge and skills. They
seek new experiences to broaden their perspectives, and they
hone their abilities to anticipate and manage change. At Stanford,
we provide the education that best prepares leaders for their
chosen path. Here, you’ll build an enduring foundation of knowl-
edge within an extraordinary community that will serve you well
throughout your life.
LEARNING FOR A LIFETIME
A world-class education rests on an enduring knowledge base of
frameworks and essential leadership skills. Building on the foundations
of analytical skills and social sciences, we focus on management
disciplines—accounting, finance, human resource management,
management information systems, marketing, operations, and strategy.
We layer these disciplines into an educational framework focused
on leadership, entrepreneurship, global awareness, and social
responsibility. We place special emphasis on the general management
perspective with capstone courses that are cross-disciplinary, cross-
functional, and integrative. With our flexible program, you can
tailor your MBA studies to ensure a graduate management education
that brings you within reach of your goals.
A N E N D U R I N G F O U N D AT I O N —
p7 An Enduring Foundation—Knowledge and Collaboration
K N O W L E D G E A N D C O L L A B O R AT I O N
“The supportive culture and academic rigor combined with a vibrant and fascinating life outside of the classroom make
Stanford a truly incredible place to learn. Expect to be challenged, perhaps even humbled. At the same time,
plan to thrive in our extraordinary community.”
We balance a rigorous curriculum with an intimate, collaborative
community. Our 6-to-1 student-to-faculty ratio delivers more faculty
contact hours per student than any other graduate business program.
Working with a world-renowned faculty that includes three Nobel
laureates and leaders of the business world will challenge your
thinking. Your studies and experiences will give you the foundation to
undertake leadership roles in organizations throughout your career.
CHALLENGE YOURSELF AND TRANSFORM YOUR LIFE
You will continually stretch your mind, broaden your perspective,
and refine your goals at the Stanford Graduate School of Business.
A diverse group of highly motivated classmates, small study groups,
and extracurricular activities will teach you almost as much as
your formal classroom studies. Our entrepreneurial environment
will help you channel your energies and fire your enthusiasm. This
is a transformational educational experience that will provide a
foundation of knowledge that will last a lifetime.
Consistent with the School’s mission, our faculty are not only
accomplished teachers but also leaders renowned for their roles
in developing cornerstone theory, authoring leading texts, and
advancing management thinking. Among our faculty are three Nobel
laureates, three members of the National Academy of Sciences, twelve
members of the American Academy of Arts and Sciences, and two
recipients of the John Bates Clark Medal in economics. Much of their
work forms the heart of core courses in economics, human resource
management, and strategy.
Bringing their ideas into the classroom, our faculty give students first
access to the latest research before it filters into consulting firms and
major corporations. Selected examples of work by our faculty include:
n Jennifer Aaker’s research on how brand personalities impact customer relationships and help brands recover from mistakes
n Mary Barth’s service as the only U.S. academic named to theInternational Accounting Standards Board
n Darrell Duffie’s and Kenneth Singleton’s finance research on credit risk measurement and pricing
n Thomas Hellmann’s research into the effects of venture capital on entrepreneurial firms
n Peter Henry’s study of inflationary trends in developing markets and testimony on free trade before the U.S. Congress
n Charles Horngren’s pioneering work in modern management accounting
n Jerry Porras’s, Charles O’Reilly’s, and Jeffrey Pfeffer’s books about organizational behavior, which are widely used in academia and the business community
n Paul Romer’s advocacy for the use of technology and research in growing the world economy
n James Van Horne’s textbooks, which are widely used to teach financial management, and research on the value of pollution credits
Our faculty members often invite leading practitioners to help students
test ideas against real-world experience. Professor George Foster created
Sports Business Management and teaches it jointly with legendary
football coach Bill Walsh. The highly popular Strategy and Action
in the Information Processing Industry is taught by Professor Robert
Burgelman and Andy Grove, chairman and former CEO of Intel.
Professor Rod Kramer coteaches Working in the Film and Television
Industry with Oscar winner William Guttentag. Whether teaching
or conducting research, our faculty demonstrate outstanding
management scholarship.
A World-Class Faculty—Leaders in Thought
p9 An Enduring Foundation—Knowledge and Collaboration
Macroeconomics givesmeaning to the wordglobalization. Myresearch centers aroundhow public markets canstrengthen developingeconomies around theworld. Engaging a groupof intelligent and genuinely curious MBAstudents at Stanfordforces me to demonstratewhy this is the case. Our small class size givesme the opportunity to doso over lunch, as well as in the classroom.
Peter HenryAssociate Professor of Economics
The best job in the worldis being a faculty memberat Stanford. I get to workwith bright, accomplishedstudents who are committedto learning and becomingbetter leaders and managers,and with great colleagues.I can take my research on negotiations and teamperformance and watch its impact on my studentsas they go out into the world.What could be better?
Margaret NealeJohn G. McCoy–Banc One Corporation Professor of Organizations and Dispute Resolution
Being in the classroomis a source of continualstimulation for me. Iendeavor to get studentsinvolved in a forum forideas and interaction.No matter what pedagogyI use, my students areactive participants. Theyteach each other, andthey teach me. Oftenthis is through the casemethod, but it is alsothrough substantive discussion of issues.
James Van HorneA. P. Giannini Professor ofBanking and Finance
My membership on the International Accounting Standards Board
(IASB) creates synergies with my teaching at the GSB. I really like
to obtain input from classroom discussions with my students on
topics on the board’s agenda. These discussions help me formulate
my views on the topics and give students real-time insight into
what is happening in global standard setting. Recently, I taught a
second-year elective in Financial Reporting for Mergers, Acquisitions,
and Other Corporate Structure Changes, while accounting for
business combinations was being debated actively at the IASB.
My students got “hot off the press” thinking on key issues.
Mary Barth Atholl McBean Professor of Accounting and Senior Associate Dean
After establishing a base of analytical tools, management functions, and
a general management perspective, the GSB layers practical knowledge and
experience with an understanding of leadership, entrepreneurship, global
awareness, and social accountability. Every MBA student is encouraged
to take advantage of opportunities provided by the Center for Leadership
Development and Research (CLDR), Center for Entrepreneurial Studies
(CES), Center for Global Business and the Economy (CGBE), and Center
for Social Innovation (CSI). The result is an MBA experience that
strengthens your effectiveness in the organizations that you will lead.
GROWING IN SELF-KNOWLEDGE—THE CENTER FORLEADERSHIP DEVELOPMENT AND RESEARCH
Effective leaders demonstrate self-awareness, work effectively with teams,
and understand different leadership styles. Therefore, we want you
to learn as much about yourself as possible during the MBA Program.
As leaders trying to effect positive change, skills such as good listening,
communicating, and giving and receiving feedback will be critical to
influencing organizations successfully. The Center initiates and supports
activities that advance leadership study and practice. Not only is lead-
ership a science, but it is also an art and, as such, requires practice. By
taking a broad-based approach, the Center offers you an unmatched
opportunity to tailor your leadership learning experiences through the
Leadership Development Platform. Co-curricular activities complement
coursework by providing opportunities to hear from speakers and to
apply classroom concepts in business simulations, learning labs, and
leadership workshops. Ongoing assessments and developmental coaching
will enable you to reflect on and integrate these experiences while
continuing to develop your personal leadership style. www.gsb.stanford.edu/cldr
FORMING NEW VENTURES— THE CENTER FOR
ENTREPRENEURIAL STUDIES
By studying growing companies, you develop an appreciation for
management’s interdisciplinary nature and can more easily see the
connections across various business functions. You also learn the
importance of thinking and acting with a sense of ownership, regardless
of the size or stage of an organization. Through research, case studies,
and student initiatives, the Center strives to understand the issues faced
by entrepreneurial companies—and, critically, applies that learning to
companies of all sizes. Classes and speakers help demystify the process
of evaluating, funding, and managing a growing enterprise. To better
understand the challenges of building a business, you can pursue an
internship with an early-stage company. Teaming with the Center,
students hold an annual Conference for Entrepreneurship.www.gsb.stanford.edu/ces
Research Centers—Bridging Theory and Practice
p11 An Enduring Foundation—Knowledge and Collaboration
SEEING BEYOND BORDERS—THE CENTER FOR GLOBALBUSINESS AND THE ECONOMY
Because many organizations operate in a global economy, you
need to understand the challenges of global competition. As the
interconnection of the world increases through the flow of capital,
people, goods, and cultures across national borders, global manage-
ment skills become even more important. The Center sponsors
speakers, research, and teaching on critical global management
issues—understanding why some economies develop better and
faster than others; creating corporate cultures that function well
across cultures; and ensuring that a global economy also creates
a better society. You can earn the Global Management Certificate,
complete international internships, and participate in international
study trips through the Center’s Global Management Program. www.gsb.stanford.edu/cgbe
CREATING SOCIAL IMPACT—THE CENTER FOR SOCIAL INNOVATION
Businesses are not only economic institutions but also social institutions
that profoundly affect and must earn the trust and respect of their
communities. The Center fosters innovative solutions to social problems
by enhancing the leadership, management, and organizational capacity
of individuals and institutions pursuing the creation of social and
environmental value. You can participate in innovative research, teaching,
and community engagement programs that focus on corporate social
accountability, education, environmental sustainability, philanthropy,
and social enterprise. Through related coursework, workshops, and
outreach initiatives, you gain awareness, enhance your knowledge,
and build your skills. You can formally complement your MBA studies
with the Certificate in Public Management.www.gsb.stanford.edu/csi
There is a difference between knowing the answer and implementing
the solution, and that gap cannot be bridged by one teaching method
exclusively. In fact, management success requires quite the opposite.
Adapting to a continuously changing business world requires
flexibility, creativity, and discipline. Similarly, different management
disciplines require different teaching methods, and our class formats
vary to best suit the subject and material being covered. Our
faculty design coursework to sharpen your ability to anticipate and
understand the array of challenges that you will face throughout
your career. You’ll benefit from a range of teaching methods—
theoretical overview, discussion, case study, simulation, problem-
solving session, role play, and team project. Regardless of the
teaching method, your active participation will bring topics alive.
Courses are enriched by real-life illustrations. For example, investor
Warren Buffett has participated frequently in finance classes taught by
Professor Jack McDonald. In an operations group project, a virtual
factory created by two faculty members runs 24 hours a day and
simulates all the decisions that a manager would face. Student teams
must cope with issues such as supply shortages and excess orders and
make real-time decisions. Hands-on involvement facilitates developing
essential general management knowledge and leadership skills.
More Than One Way to Learn—Our Teaching Methodology
p13 An Enduring Foundation—Knowledge and Collaboration
Having been in finance for my entire working career, I was excited to
broaden my exposure at school. What I found at the GSB far exceeded
my high expectations. I am fortunate to listen to and learn from my
classmates from so many different careers and with diverse cultural
backgrounds and perspectives. For example, when discussing the
impact of China on the global economy in my strategy class, four of
my Chinese classmates presented their first-hand experiences of the
political changes taking place within China and what it’s like to do
business there. My classmates force me to look at situations differently,
to challenge my thinking, and ultimately to grow as a person and a
professional. I really feel as though I am getting the full experience.
I am certain that I can rely on my classmates, professors, and alumni
to support and assist me in my future role in the business world. When
I leave the GSB, I will be better equipped to bring a more global
perspective to the challenges that business leaders face today.
Peter Masucci, ’04University of IowaKohlberg Kravis Roberts & Co.
p15 An Enduring Foundation—Knowledge and Collaboration
LEADERSHIP DEVELOPMENT AND COLLABORATIVE LEARNING
Our collaborative culture creates an exceptional learning
environment that hones vital leadership skills. The Center for
Leadership Development and Research has created a comprehensive
Leadership Development Platform that exposes you to a range of
leadership perspectives, allows you to experiment, provides feedback
mechanisms, and helps you integrate experiences into your personal
leadership style. Small learning groups, called Bridge Teams,
offer a rich venue for learning how to work with others, influence
a diverse group of individuals, and take responsibility as a leader
and active follower. Through labs, projects, and events, you’ll
experience working as part of a team to achieve common objectives
with real consequences.
Our grading system also supports our learning environment. Grades
are important—they provide you with consistent feedback on your
performance. However, we encourage you to choose courses to
expand your knowledge and build a base for effective leadership,
not merely to remain within your areas of expertise or familiarity.
Our collaborative culture frees you from focusing on grades and
enables you to take academic risks and broaden your general
management skills.
“This is a place where you work hard and play hard, and help each other most of all. I personally
feel a certain amount of responsibility to help my classmates be successful—whether that is in
the job search, class preparation, or getting the most out of the intensity of business school. I know
I’ve been able to tap into my classmates in these areas, and it has been a key part of the GSB
experience for me.”
p17 An Enduring Foundation—Knowledge and Collaboration
Study groups help in prepa-ration for class by bringingdifferent perspectives to thetable, and they also buildfriendships. Whether it’sdiscussing “economic valueadd” over lunch, meetingafter class to work on ourproject, or making decisionsabout how many newmachines to purchase in ourmanufacturing simulation,I’m getting to know myclassmates on a personallevel. Furthermore, many ofthem have incredible stories—my last study group partnerhad climbed Mt. Everest!
Susie Cranston, ’04Stanford UniversityMcKinsey & Company
One thing that amazes meabout the GSB is the amountof learning that takes placeoutside the classroom. Workingin groups is encouraged andemphasized in all aspects ofGSB life because it makes usespecially cognizant of thethoughts and feelings of others.This awareness has helped me develop different styles ofinteraction and has made me a more effective leader.
Eric Liu, ’04Harvard UniversityDraper Fisher Jurvetson
The experience I have gainedworking with my peers instudy groups has contributedtremendously to my personalgrowth. Study group dynamicsare shaped by the differentwork experience of teammembers, and working togethersuccessfully requires us all tobe both teachers and students.We have to be good listenersas well as good communicators,which encourages us to experiment with the differentprinciples and leadershipapproaches we have discussedin our classes. In essence, ourclasses really come to life inour study groups.
Elizabeth Rodriguez, ’04Washington UniversityGambro Healthcare
During your first year, you will focus on the core curriculum. Core courses enable you to build an
analytic and social science foundation, learn fundamental management functions, and understand
how those functions integrate into social, economic, and political environments. The core curriculum
firmly grounds you and your classmates in basic business disciplines and enables you to progress
from a common knowledge base.
Exemption exams are available in some core subjects, while other subjects may have flexibility in
terms of depth and quantitative expectations. If you pass an exemption examination, you may take
a GSB or non-GSB elective. In some areas, advanced “turbo” core courses are available if you enter
with extensive subject knowledge and wish to explore the topic in greater depth. If you do not have
a quantitative background, you may have the option of “poet” courses in some core subjects. Poet
courses cover the same material as the standard core courses, but in an environment tailored to those
with less quantitative preparation.
Core Curriculum—Grounding You in the Basics
p19 An Enduring Foundation—Knowledge and Collaboration
Pre-Term Coursesn Ethicsn Managing Groups and Teamsn Modeling in Excel
Fall: Foundationsn Data and Decisionsn Dynamics of Organizationsn Financial Accountingn Managerial Economicsn Modeling for Quantitative
Analysisn Organizational Behavior
Winter: Functionsn Financen Management in an
Information Agen Marketing Managementn Operationsn Strategy and Organization
in the Global Economy
Spring: Capstonen Human Resource Managementn Managerial Accountingn Strategy in the Business
Environmentn Elective courses
FIRST-YEAR CURRICULUM
The coordination of all the professors throughout the core was amazing.My marketing professor knew what we studied in Operations, my economics professor built on concepts we learned in Data and Decisions,and the courses in the spring quarter pulled together everything welearned in the fall and winter quarters.
Marco Petta, ’03University of Western OntarioCitigroup
The spring quarter has beenamazing because all of theanalytical techniques andmanagement functions we’vestudied are coming together.Now I can see how operationstheory connects with financeand how organizational designinfluences efficiency in business planning. It seemslike every day a new light comeson as the interdisciplinaryunderstanding becomes tangible.
Dana Underwood, ’04Northwestern UniversityREM Design
My fellow students bring somany different perspectivesto the classroom. Since myexperience is with a traditionalJapanese enterprise, I’veappreciated hearing the per-spectives of my classmateswho have worked for aEuropean multinational,a South American coffeefarm, and a U.S. startup.The quality of the discussionand debate in class isenhanced by the uniqueexperiences each classmatehas had.
Masahiro Koike, ’04Keio UniversityTokyo Marine and FireInsurance Co.
“The MBA Program is a springboard for leaders. The beauty of the experience is that we are continuously learning from each other, which
pushes us to become better leaders ourselves.”
The supportive environmenthere is difficult to describe inwords. No matter what yourinterests or what you want to try, the community herewill support your endeavors.The broad community participation I witnessedwhen I was president ofOut4Biz, the GSB’s gay, lesbian, and bisexual organization, reinforced thesense of collaboration thatpermeates the atmosphere.
Cecilia O’Reilly, ’03University of ChicagoLucent Technologies
p21 An Enduring Foundation—Knowledge and Collaboration
In your second year, you may choose from elective courses that
broaden your experience and perspective, build detailed knowledge
in a specific area, develop your skills, or simply spark your interest.
Electives also enable you to shore up weak areas and ensure the
solid foundation in general management that is required for effective
organizational leadership. We encourage you to take risks—this is
a good opportunity to stretch yourself beyond your comfort zone.
We offer a variety of elective courses that evolve as the business
world and students’ interests change. Approximately 50 percent
of our electives are new every five years. Because Stanford follows
the quarter system, you will have the opportunity to take up to
18 electives during your second year. Second-year MBA students
typically take about 14 electives.
For example, your second-year course schedule could be:
n Brand Planning
n Costs and Benefits of Healthcare
n Ethics and Global Business
n Global Financial Reporting
n High-Performance Leadership
n Incentives and Productivity
n International Corporate Governance
n Interpersonal Dynamics
n Management of Growing Enterprises
n Options and Futures
n Real Estate Investment
n Social and Nonprofit Marketing
n Sports Business Management
n Supply Chain Management
n Sustainable Ecotourism
Please visit our Web site at www.gsb.stanford.edu/mba
for a complete listing of electives.
Tailoring Your Second-Year Selections
p23 An Enduring Foundation—Knowledge and Collaboration
“Management is not one-size-fits-all or one-perspective-fits-all, and management education is not
one-style-fits-all. We aim to teach each course, and even each topic in each course, in the method
that is most effective for the students and the instructor.”
An independent study course is also available. Students, individually
or in a group, may propose a specific project to a faculty member
who then agrees to guide the work and grant academic credit.
Recent independent study topics include:
n Career Transitions: Business to Politics
n Corporate Governance in the Semiconductor Industry
n Influence of Internal Networks in the Entertainment Industry
Second-Year Seminars also offer opportunities to explore possibilities
and expand your knowledge. These intensive one-week electives are
structured around faculty research topics and are offered before fall
quarter officially begins. Five to 12 students meet daily with a faculty
member for in-depth study. Recent seminar topics include:
n Financial and Behavioral Economics in Sports Betting
n Genius and Folly: Creative Leadership
n Working for Change for Women in Organizations
As an MBA student, you may take Stanford University classes
outside of the Business School and apply up to 16 units of credit
toward your MBA degree. Some students pursue a second master’s
degree while others take specific courses such as Manufacturing
Systems Design, Second-Year Japanese Language, or Urban Education.
Joint degree programs are available with:
n School of Education
n School of Law
n School of Medicine
MBA students interested in environmental and resource issues
may pursue a dual Master of Science through the Interdisciplinary
Graduate Program in Environment and Resources (IPER). Others
take classes for the Alliance for Innovative Manufacturing (AIM)
certificate in Product Creation and Innovative Manufacturing,
which is jointly offered by the School of Engineering and the
Graduate School of Business.
p25 An Enduring Foundation—Knowledge and Collaboration
My primary reason for pursuing a graduate business degree at Stanford was the personal growth
I would gain from being part of the business school’s extremely diverse student body. The Stanford GSB
is a truly international place with more than 60 countries represented. My classmates have an immense
wealth of cultures, backgrounds, and experiences. The opportunity to study, live, and develop friendships
with them is one of the aspects I love most about my MBA experience. I cannot imagine a more
exciting and challenging environment in which people can maintain their individuality and uniqueness,
while exploring and learning from a multitude of different perspectives. I have been actively involved
in the Europe Club and the International Committee, two of the many organizations that represent the
diversity of the School. One of the great things about the GSB is the wide variety of opportunities
to pursue your passions and develop your leadership style within this amazing community.
Merel Venneman, ’04Erasmus University RotterdamThe Boston Consulting Group
Stanford MBA students often refer to their classmates as “amazing”
or “incredible.” Whether they worked in corporations, managed
nonprofits, taught school, were star athletes or artists, or became
the first in their family to graduate from college, they have
excelled. Their common passion to succeed promotes a stimulating
intellectual climate and a strong desire to pursue excellence beyond
what they imagined was possible.
INTIMATE SCALE — STRONG RELATIONSHIPS
By the time you graduate, you will have met each person—370 other
unique individuals—in your class. With core classes averaging
60 students and elective classes containing as few as 12 students,
you will interact with professors both inside and outside of the
classroom. You’ll also have the opportunity to work closely with the
professionals in the MBA Career Management Center and other
student resource centers. Close working relationships at all levels
enable you to influence decisions that directly affect students. At the
Stanford Graduate School of Business, everyone makes a difference.
And at the end of two years, you will have built a lifelong community
of colleagues and friends.
A LIFELONG CATALYST— REAL COMMUNITY
p27 A Lifelong Catalyst—Real Community
“One of the incredible things about the GSB’s cooperative culture is that it pervades all areas of the School. Students reach
out to help each other in the classroom and then carry this same spirit of generosity into their extracurricular life as well.”
INTELLECTUAL DIVERSITY STIMULATES RICH INTERACTIONS
You’ll quickly move beyond names, demographics, and work histories
to connect with some of the most fascinating people you’ll ever
meet. We believe that diversity is an asset, and that collaboration
leverages students’ diverse backgrounds to deliver a range of
approaches to real-world problems and ultimately, better management
solutions. An unlimited variety of perspectives, experiences, passions,
values, and goals guarantees that you will learn tremendously from
your classmates.
You are expected to share your knowledge and skills with students
and faculty in the community as well. For example, an ordinary day
finds a second-year student tutoring a first-year student on a difficult
economics concept. Classmates help each other work through a
strategic marketing case over lunch. During exams, students convert
study areas into public “war rooms” filled with class notes and
staffed with student volunteers to provide extra coaching. Stimulating
classmates, intellectual prowess, and an open, collaborative setting—
there is an abundance to share. Small class sizes, high performance
standards, and a variety of viewpoints combine to form a strong
community and catalyze innovation on an uncommon scale.
p29 A Lifelong Catalyst—Real Community
One of the main reasons I choseStanford was because I wanted tobe and feel that I was part of acommunity. During AdmitWeekend I knew I had made theright choice. I was not onlyimpressed but also inspired bythe level of enthusiasm, effort,and commitment students havetoward building a communityhere. Student-driven clubs,study trips, leadership banquetsand conferences, charity auctions,and mentoring programs arejust a few of the initiatives that help create a strong sense of family, community, and commitment here at the GSB.
Yunaima Hernandez, ’04Manhattan CollegeKraft/Nabisco
One of the greatest things at the GSB is the range of opportunities for learning.
I’ve learned theories and concepts and then applied that knowledge to real-world
situations through group projects, case studies, and club activities. Not only
am I learning in the classroom at the GSB, but also I’m involved in the broader
community. Through tutoring a second-grade student, I'm improving my ability
to relate to other people and make a difference. There’s nothing better than
helping someone else to put your own challenges in perspective.
Brett Snyder, ’04George Washington UniversityAmerica West Airlines
Having worked in politics andpublic relations before comingto the GSB, I spent a lot moretime building communicationsand marketing campaigns thanon accounting, operations, orfinance. I had no idea howsupportive the GSB communitywould be—fellow students,administration, and faculty areall committed to giving youthe tools you need to succeed.I chose Stanford because theculture seemed consistent withmy values. In retrospect, Icouldn’t have been more right.
Heather Mirjahangir, ’04University of California,BerkeleyBlanc & Otus
No matter what your interest—from photography to venturecapital to ultimate Frisbee—there was always someoneorganizing an event at whichall were welcome. The GSBencouraged students to followand share their passions withothers and gave us supportalong the way.
Stefan Moores, ’03Queen’s UniversityVictor International
Your educational experience will be intense, but you’ll have ample
opportunity to enjoy life as well. The Stanford Graduate School
of Business supports events, activities, and more than 60 clubs that
run the gamut from purely social to strictly professional. Students
also create informal get-togethers, weekend jaunts, and other
“unofficial” activities. In addition, families are welcome at virtually
all activities. With the number of new activities that emerge each
year, balancing time demands and conflicting interests likely will be
a leadership challenge that you’ll face from your first day on campus.
Clubs and activities include, but certainly are not limited to:
n Asian Society, a club seeking to promote social networkingopportunities among students of Asian origin or descent, as wellas students who are interested in Asian culture
n Biz Partners, a club run by partners of current students thatorganizes social events and offers resources to help MBA partnersand families settle in and become part of the GSB community
n Black Business Students Association, a club that unites AfricanAmerican students to support personal and professional developmentand hosts an annual event
n Books on Break, a program encouraging students, staff, faculty, and alumni to interact through book groups
n Challenge for Charity, a fundraising and sports competitionamong West Coast business schools benefiting Special Olympics
n Epicureans @ the GSB (e@t), a club that hosts small-group theme dinners
n Future of Entertainment Conference, which brings together leading executives, alumni, and students to debate the future of film, television, music, and publishing
n Hispanic Business Students Association, a club that hosts the annual Jerry Porras Latino Leadership Banquet honoring GSB alumni
n Liquidity Preference Function (LPF), a club-sponsored communitygathering held each Friday for faculty, students, and staff tosocialize, relax, and make plans for the weekend
n Small Group Dinners, a program in which students host fellowstudents and faculty
n Start Up, a program that tutors small business owners in East Palo Alto
n Take a Professor to Lunch, a program supporting informal interaction between students and faculty
n Women in Management, a club that provides mentorship, guidance, and a forum for education and the exchange of ideas on issues that women in leadership roles face
Life and Learning Beyond the Classroom
p31 A Lifelong Catalyst—Real Community
Student organizations also invite business and social-sector leaders to
share their insights. Speaking formats range from small workshops
to standing-room-only presentations. Recent speakers include:
n Oscar Arias Sanchez, Nobel Peace Prize recipient
n Katherine August de Wilde, COO and EVP, First Republic Bank
n Lauren Dutton, Partner, New Schools Venture Fund
n Richard Galanti, Senior Vice President and CFO, Costco Wholesale
n Louis Gerstner, Chairman, IBM
n Carlos Ghosn, President and CEO, Nissan Motor Company
n Al Gore, 45th Vice President of the United States
n Yair Landau, Vice Chairman, Sony Pictures Entertainment
n Ann Livermore, EVP, Hewlett-Packard Services
n Candace Matthews, President, Soft Sheen-Carson
n Deryck Maughan, CEO, Citigroup International
n Henry McKinnell, Chairman and CEO, Pfizer
n Forrest Miller, Group President, SBC Communications
n Jorma Ollila, Chairman and CEO, Nokia
n Myrtle Potter, COO, Genentech
n Steven Reinemund, Chairman and CEO, PepsiCo
n Kevin Roberts, CEO, Saatchi & Saatchi
n George Shultz, former U.S. Secretary of State
n Thomas Staggs, Senior EVP and CFO, The Walt Disney Company
n Anne Sweeney, President, ABC Cable Networks
n Sidney Taurel, Chairman, President, and CEO, Eli Lilly and Company
n Richard Wagoner, CEO, General Motors
n James Wolfensohn, President, The World Bank Group
“This is what the GSB is all about. Last week we had Jeff Immelt from GE, Monday we had John Browne of British Petroleum, and today I spent time with General Wesley Clark.”
p33 A Lifelong Catalyst—Real Community
After much deliberation, I chose to attend the GSB immediately following my college graduation. At
the Virginia Military Institute, I took advantage of the many leadership opportunities available within
the Corps of Cadets, and I learned a great deal about leadership at a relatively young age. I saw the
GSB as a place where I could develop and hone my leadership and management skills, as well as get
a head start on my career. The experience has been inspiring, stimulating, and humbling all at the
same time. My classmates are bright, accomplished people who’ve opened my eyes to industries and
opportunities I never before imagined. Interacting with them on a daily basis has inspired me to raise
my career and life goals to new levels. I’ve gained confidence in my ability to lead organizations and
effectively analyze complicated business problems. The tools I have acquired here, both in and out of
the classroom, will be valuable and applicable to all aspects of my life beyond the GSB.
Wes Swank, ’05Virginia Military Institute
Regardless of your focus, gaining a global perspective is vital
for successful leaders. For this reason, we integrate international
issues into core courses and offer electives focused exclusively on
international topics.
FOCUS YOUR INTERESTS
For students preparing to work in the global arena, the Global
Management Program (GMP), part of the Center for Global
Business and the Economy, offers an academic certificate within
the MBA. In 2004, more than one quarter of the class earned the
GMP Certificate. To earn the certificate in global management,
you must complete a series of five electives with an international
focus. Each year the GMP offers approximately 30 electives covering
accounting, economics, finance, human resources, operations,
organizational behavior, political economy, and strategic management.
IMMERSE YOURSELF
The GMP oversees other global activities and resources, in addition
to the academic certificate, including:
n Global Management Immersion Experience (GMIX). This program enables you to experience global business directlythrough month-long internships. Recent GMIX internships have placed students in China, Ecuador, England, France, India,Japan, the Republic of Georgia, Senegal, Singapore, Switzerland,and Tanzania.
n Student-led study trips. These study trips enable you to broadenyour global perspective by meeting with business and governmentleaders in countries as diverse as Australia, Brazil, China, Cuba,India, Russia, and South Africa.
n Career resources. The GMP and the MBA Career ManagementCenter work together to build recruiting relationships with selectglobal companies. The GMP also advises students interested ininternational careers, including international development.
n Global speaker series. The series attracts international leadersfrom business, academia, government, and the nonprofit sector.
n International student clubs. The clubs host lectures and small-group discussions to build the community of students, faculty,staff, and alumni interested in international issues.
The Global Management Program
p35 A Lifelong Catalyst—Real Community
The Public Management Program
The first MBA Program to offer a certificate in public management,
Stanford has prepared social-sector leaders for more than 30 years
through the Public Management Program (PMP). Today, the PMP,
as part of the Center for Social Innovation, remains the premier
program preparing MBA students to apply their management skills
to areas of social concern.
BUILDING A STRONG FOUNDATION
Almost all MBA students take at least one PMP elective and
more than 25 percent went on to earn a PMP Certificate in 2004.
With almost 30 PMP electives to choose from, students build a
strong academic foundation in areas such as public and nonprofit
management, social entrepreneurship, international development,
environmental sustainability, corporate social responsibility,
and philanthropy.
PROVIDING EXPERIENCE
Clubs, events, and study trips provide experiential learning
opportunities. The PMP brings noteworthy guests to campus,
such as entrepreneur and author Paul Hawken, the founder
of Smith & Hawkin, and Body Shop founder Anita Roddick.
During 2003–2004, more than 100 first-year students served
on the boards of local nonprofits through the Board Fellows
Program, where they contributed to the organizations’ missions
and learned about effective board management.
SUPPORT FOR SOCIAL-SECTOR CAREERS
The GSB provides access to hundreds of career positions in the social
sector. Two PMP programs make it financially feasible for students
to take on social-sector positions. The Stanford Management
Internship Fund (SMIF) subsidizes the salaries of students who take
summer internships with nonprofit or public organizations. The
Loan Forgiveness Program helps pay graduates’ GSB loan obligations
while they work in qualifying organizations.
Just a few blocks from your classrooms, the Schwab Residential
Center offers a social hub for MBA students. Schwab houses
approximately 200 first-year students in a community of small,
modern apartment buildings. Residents share access to beautiful
open courtyards, comfortable lounges, a computer lab, study
rooms, and exercise facilities. Each student has a private living
area and bath, plus a shared kitchen. The Center is adjacent to
sports venues and the University’s main athletic facilities. MBA
students who do not live in Schwab frequently visit the Center
to meet with classmates and use its resources.
“Given the option to live where my next-door neighbors were
two-thirds of the first-year MBA class, I went for it,” said one resident
of the Schwab Residential Center. “It’s a perfect combination
of student residence and private apartment.” Added a classmate,
“It’s as big as my studio in Manhattan.”
Convenient campus housing for couples and families is just down
the street from the Schwab Residential Center in Escondido Village,
which offers one-, two-, three-, and four-bedroom apartments in a
neighborhood environment. Students who wish to live off campus
can choose from a variety of apartment and home rentals near the
University to meet almost every need.
Campus Housing—A Hub for Living
One incredibly rewarding aspectof my GSB experience involvedserving as a Board Fellow for aPalo Alto-based women’s healthorganization, the CommunityBreast Health Project (CBHP). As a Board Fellow, I had theopportunity to sit in on boardmeetings and to work closely withCBHP’s executive director andstaff on a project that will have a real impact on their programsand performance. Because I hopeto serve on the board of a non-profit arts organization someday,this early opportunity to observethe inner workings of a nonprofitboard was invaluable..
Kristin Lundquist, ’03Duke UniversityL’Oréal USA
From the moment I walked in thedoor, I felt a sense of responsibilityto become involved in clubs andactivities. Starting day one, thereare always leadership positionsthat need to be filled.
Saar Gur, ’03University of Wisconsin, MadisonHackman Capital Partners
My wife and son love Stanford as much as, if not more than, I do. Our small community in Escondido Village includes graduate families
from Argentina, Canada, Germany, India, Japan, Korea, Mexico, Nigeria, Singapore, and Uruguay. Because Escondido Village is a short
bike ride from classes, I can come home throughout the day to spend time with my family. Thanks to the many cultural events, social
gatherings, and informal playgroups, we all feel right at home.
Peng Du, ’05Tsinghua University Freudenberg Household Products Ltd.
p37 A Lifelong Catalyst—Real Community
I had anticipated meeting bankers,engineers, entrepreneurs, and marketers, and looked forwardto exchanging ideas with classmatesfrom all around the world. WhatI hadn’t expected was meetingan Olympic gold medalist, anexpert in microcredit banking inBangladesh, a ballerina, and aNavy SEAL. All of these peopleenriched my education andbecame an integral part of theGSB experience.
Elaine Wong, ’03Massachusetts Institute of TechnologyThe Carlyle Group
Stanford University’s tradition as one of the world’s great research
universities goes back more than 100 years. With more than
190,000 alumni worldwide, Stanford is widely recognized for its
excellence in earth sciences, education, engineering, humanities
and sciences, law, and medicine, as well as business. As a Stanford
MBA student, you will have access to all of the University’s offerings,
including libraries, sports facilities, cultural opportunities, and fine-
arts events. You also will become part of an extraordinary Stanford
legacy that has produced leaders in virtually every field.
Whether you’re seeing Stanford’s campus from Palm Drive for
the first or thousandth time, the view is breathtaking. Stanford’s
rich architectural history, exemplified by its sandstone buildings
with red tile roofs, reflects California’s early Spanish-mission
heritage. Stanford’s 8,100 acres include rolling foothills and the
1,200-acre open, parklike campus, designed by the architect
of New York City’s Central Park.
Thanks to its location near the southern end of San Francisco Bay,
the campus enjoys a Mediterranean climate. Almost year-round,
academic and social activities spill out of the classroom onto patios
and lawns. Whether it’s an open-air reception, al fresco dinner,
pick-up volleyball game, or jog to “the Dish” radio telescope, you
can always enjoy fresh air and activity.
The Stanford University Connection
p39 A Lifelong Catalyst—Real Community
More than 23,000 Stanford Graduate School of Business alumni
play leading roles in organizations around the world. Our
highly selective MBA Program results in a uniquely committed
and responsive alumni community. Relationships forged with
classmates and faculty during your MBA experience become
lifelong connections.
WHILE YOU ARE A STUDENT
As a student, you will interact with Stanford GSB alumni and
you can be certain that when you have questions or seek advice,
they will respond. Alumni willingly lend their experience, actively
participating as mentors, class speakers, project resources, and
recruiters. During your studies, you have access to these individuals
via the online alumni database, mentoring programs, Alumni
Weekend, international alumni gatherings, and numerous
informal activities.
STAYING CONNECTED
The Stanford Business School Alumni Association supports an
ongoing connection through its Lifelong Learning programs.
Faculty seminars, international conferences, suggested reading lists
from faculty and alumni, video clips from current classes, and an
online forum for interacting with fellow alumni will keep you
challenged and engaged. As a GSB alumnus/a, you have full access
to an online directory of fellow graduates, materials and data-
bases in the School’s Jackson Library, career counseling, and
professional development services. More than 40 alumni chapters
throughout the world also sponsor a variety of programs that keep
you connected to the School and each other.
The Alumni Network—A Lifelong Community
“Alumni are the cornerstone of the GSB community. My alumna mentorhas been an incredible source of support; identifying with her interests andgoals has spurred me on toward my future career path.”
I came to Stanford in the late 1960s, and I must have enjoyed it—I spent four years here earning my
MBA and PhD degrees. I was attracted to Stanford for the usual reasons: great reputation, outstanding
faculty, diverse mix of students, and collaborative culture. I was interested in international business
and Stanford fit that bill. The GSB teaches the tools of leadership, lessons I have used everywhere I have
worked in my 33 years within three divisions and four countries with Pfizer.
For me, though, there was far more to the Stanford experience than just learning how to manage
effectively. I was here during the period of the Vietnam War. It was a time when people questioned
the social worth of business, openly and often stridently.
We had memorable discussions at Stanford about the role of business in society and about the
responsibilities of business leaders beyond the balance sheet. Stanford helped me shape my vision
of what a global company could do, and should do, to build both a profitable enterprise and a
better world.
Henry A. McKinnell, MBA ’67, PhD ’70Chairman and CEO, Pfizer Inc.
p41 A Lifelong Catalyst—Real Community
N O M AT T E R Y O U R PAT H —Career goals are personal, and we will help you determine the
best steps to take to achieve a fulfilling professional life. Whether
you already have a clear career focus or are open to exploring
a range of new possibilities, we can inspire you, help you gather
the information, make the contacts, and clarify appropriate steps
to take in charting your course.
CHANGING LIVES, ORGANIZATIONS, AND THE WORLD
When it comes to alumni achievements, we expect the unexpected.
Whether they graduated last year or 40 years ago, Stanford GSB
alumni make a difference around the world. Time and again we’ve
seen graduates use their Stanford MBA experience as a springboard
to reach—and exceed—goals that they may never have imagined
prior to arriving here.
Their goals are impossible to categorize. Our alumni are
making their marks across business and social sectors by leading
Global 1000 companies, spin-offs, and startups. In Africa, Asia,
Europe, the Middle East, Latin America, and North America,
our alumni are leading organizations. Their interests span from
agricultural commodities to microchips. From sparking new
ideas through education to revolutionizing deregulated industries
to refashioning traditional organizations—Stanford GSB alumni
influence the world in meaningful, positive, and far-reaching ways.
Their impact is limited only by their imaginations, and their
Stanford MBA education has given them a powerful foundation
for launching, sustaining, and enlarging their visions throughout
their careers. What do you want to do? We can help make it happen.
p43 No Matter Your Path—Leave Your Imprint
L E AV E Y O U R I M P R I N TREALIZE YOUR CAREER GOALS
Stanford MBA students don’t fit a particular mold—and neither
do their career interests. The School’s MBA Career Management
Center (CMC) offers valuable resources for exploring your options.
Because the Stanford MBA Program is intimate and selective,
we focus our efforts and energies on individualized counseling.
With the highest career services staff-to-student ratio among peer
schools, we help you develop a career vision, make strategic career
decisions, and build a strong foundation for continuous career and
life management.
With a broad range of career interests, Stanford MBA students take
advantage of many different avenues for obtaining internships and
their first position after graduation. Hundreds of organizations
recruit using a variety of options including on-campus interviews,
career fairs, job postings, and online Resume Books. Regardless of
your career interests, the CMC staff will help you identify where
to concentrate your efforts for maximum impact.
“Stanford showed me that there are worlds of unexplored opportunities.I see new ways to effect change that I had never
even considered. The great part of the Stanford experience is that I learned the skills needed to take advantage of these choices.”
n Personal counseling and support—with only 370 students perclass, the MBA Career Management Center (CMC) staff willknow your unique interests and goals and is fully committed toworking directly with you
n Self-assessment—the CMC team will help you identify and leverageyour strengths, as well as provide direction with skills development
n Resume preparation—the CMC staff offers assistance in developinga resume that will stand out, emphasize your abilities, and targetyour specific goals
n Mock interviews—role-playing and practice interviews enable youto gain confidence, hone your responses, and think on your feet
n Workshops—seminars and workshops, such as Career and LifeVisioning; Job Search Secrets; and Offers, Decisions, andNegotiations; give you the tools for managing your job search
n Alumni mentoring and networking opportunities—Stanford GSBalumni are some of your most effective resources. Connect withalumni who are glad to provide mentoring opportunities and lendthe benefit of their experiences to your efforts
n Networking events—the CMC sponsors or participates in a wide range of opportunities in which you can meet and talk with business leaders in banking, consulting, consumer products, entertainment, investment management, nonprofitorganizations, technology, venture capital, and other fields
n “Meet the Company” presentations—company leaders, oftenGSB alumni, describe their firms and career opportunities, andanswer questions at these forums
n Career Treks—the CMC coordinates treks based on student interest. Last year students participated in more than 40 companyvisits on five continents
n Student-organized events—conferences such as the PrincipalInvestment Conference and the Cool Products Expo offer outstanding networking opportunities
n GSB Job Board—students and alumni have online access to a searchable database of career opportunities
n Current industry and company information—the CMCResource Center and Web site have comprehensive informationon industries, recruiting contacts, market forecasts, and other job-related data
“Coming to Stanford, I wanted to use the summer between my first andsecond year to explore a new industry, work in a different culture,
and further strengthen my business skills. I am so excited that Ihave been able to find the perfect summer internship that
encompasses all of these opportunities.”
Career Management Resources
p45 An Enduring Foundation—Knowledge and Collaboration
American Express Bain & CompanyBain CapitalBanc of America SecuritiesBechtel Enterprises Inc.Bertelsmann AGBooz Allen & Hamilton Inc.The Boston CelticsThe Boston Consulting GroupBPBridgespan GroupCapital Group CompaniesCapital OneCemexCisco Systems Inc.Deloitte ConsultingDelphi CorporationDraper Fisher JurvetsoneBayEli Lilly & Co.Endeavor
Exxon Mobil CorporationFidelity InvestmentsFord Motor CompanyGap, Inc.General Mills Inc.General Motors CorporationGoldman, Sachs & Co.Guidant CorporationH.J. HeinzHewlett-Packard CompanyHome Depot Intuit Inc.J.P. Morgan Chase & CompanyLehman Brothers Inc.L’OréalLucent Technologies Inc.McKinsey & CompanyMerrill LynchMicrosoft CorporationMorgan StanleyNVIDIA Corporation
Palm Inc.Perry CapitalPfizerRelational Investors Salomon Smith BarneySiebel Systems, Inc.Stanford UniversityStrategic Decisions GroupSun Microsystems Inc.Sustainable ConservationTishman Speyer PropertiesUBS WarburgUnderwriters LaboratoriesU.S. Department of EducationViacomThe Walt Disney CompanyWellington ManagementWells Fargo BankThe White HouseThe World Bank
SELECTED EMPLOYERS
I looked forward to making a successful transition from a law professorship in China to a career in business.After exploring several career options with support from the CMC and my classmates, my transition was seamless.I was prepared and confident when the interviews started and found my dream job in sports management working for the Houston Rockets.
Michael Williams, ’04Morehouse CollegeWeil, Gotshal & Manges
p45 No Matter Your Path—Leave Your Imprint
“By making me think in a completely different way,Stanford prepared me for the challenges
and responsibilities that I had never anticipated.”
Make Your Mark Stanford GSB alumni leave their imprint on the organizations they
serve and inspire the people they lead. You will as well. After you
earn your MBA, you will continue to learn by putting to use the
knowledge and skills you’ve developed to find new ways to think
about problems. You’ll learn from mistakes. You’ll attract and work
with people who bring sound minds to their passion for business and
social-sector leadership. Not only will you take advantage of new
opportunities, but you also will create them. In short, you will have
the capacity to affect our world in significant and positive ways.
You will leave the Stanford campus; however, you never leave the
relationships, resources, and support of the Stanford GSB community.
We’re here to champion your efforts and share in your achievements.
And we look forward with anticipation to your success.
p47 No Matter Your Path—Leave Your Imprint
It’s easy to think of a business school educationas just two years of yourlife, but the Stanford experience has been muchmore. Since graduatingfrom the MBA Program, myeducation has proved moreuseful as time has passedand my connection to the GSB community hasremained strong. I’ve mentored students, hiredgraduates, and invested in and advised companiesled by alumni. The programhas opened countlessdoors, and there’s alwaysan immediate connectionwith my fellow alumni. I’m thankful for the manyopportunities the GSB hasbrought, and I’m glad togive back through the GSBAdvisory Council.
Sandra Horbach, ’87General PartnerForstmann Little & Co.
My GSB experience gaveme two invaluable lifetimeproperties: an intellectualfoundation and lifelongfriendships. I gained anexcellent intellectualgrounding that has formedthe basis for my businesstoolkit, which I have adapted for such diverseenvironments as Wall Streetand the nascent privateeconomy of China. The life-long friendships developedat Stanford were made possible primarily by thesmall size of the School.
Chien Lee, ’79Director and CofounderScottish and Eastern Investments Limited
I came to the GSB withentrepreneurial experienceand a passion for publiceducation. As a student, Iconnected with partnersfrom Kleiner PerkinsCaufield & Byers, a venturecapital firm. Together, wedefined an entirely new kind of fund—a venture philanthropy fund focusedon transforming our lowest-performing public schools by investing in educationentrepreneurs and bringingtogether the best mindsfrom the business, nonprofit,and public sectors. Throughclasses, activities, projects,and the alumni network, theStanford GSB honed myleadership skills and preparedme well for combining traditional business skillswith the innovative engine ofsocial entrepreneurship.
Kim Smith, ’98Cofounder and CEONew Schools Venture Fund
We look for outstanding candidates, and each year we enroll
approximately 370 students. Each is distinguished by a unique
combination of high leadership potential, academic excellence,
and individual background and interests. Candidates are evaluated
based on a comprehensive review of their qualifications, not on
minimum performance standards.
n We do not require a minimum level of work experience
n We do not have minimum GPA requirements
n We do not have minimum GMAT scores
Instead, we carefully evaluate all parts of your application in order
to understand who you are, what you’ve done, what you can add
to the Stanford Graduate School of Business community, and how
the Stanford GSB experience will help you meet your goals.
We accept students who contribute to a diverse community
because we believe that all students learn invaluable lessons from
sharing experiences and perspectives with classmates from many
different backgrounds.
APPLICATION REQUIREMENTS
n Application form
n Letters of reference
n Personal essays
n Test scores: GMAT and, if applicable, TOEFL
n Transcripts for undergraduate and graduate studies
n Work history
T H E N E X T S T E P— A P P LY
www.gsb.stanford.edu/mba
p49 The Next Step—Apply
THE APPLICATION CALENDAR
We have three application rounds for entrance in the fall of 2005:
Application Deadline Notification DateRound One October 28, 2004 January 18, 2005
Round Two January 6, 2005 March 31, 2005
Round Three March 17, 2005 May 12, 2005
You may apply only once in a given year, and applications must be submitted online. Individual
admission interviews with our alumni are offered to some applicants by invitation only. We will
contact you directly if we believe an interview would be useful in evaluating your candidacy.
Please visit www.gsb.stanford.edu/mba for more detailed information about the MBA Program and the
online application.
NOTE TO COLLEGE SENIORS
You know best when the time is
appropriate to pursue an MBA
education. We accept outstanding
students—and that includes
students who enroll directly from
an undergraduate program without
full-time work experience. If you
believe you have demonstrated
extraordinary leadership potential,
consider applying to the
MBA Program.
p51 The Next Step—Apply
Financial Aid
Business school is a significant investment—both in time and money.
However, our graduates agree that their MBA education was a
lifelong investment in their personal and professional development.
The Financial Aid Office is committed to helping you fund your MBA
education. Tuition for 2004–05 is $37,998. Additional expenses
for living costs, books, and other expenses are $24,300 for a single
student living on campus and $33,600 for a married student living
on campus.
In recent years, two-thirds of our MBA students received some sort
of financial aid. Your personal resources for financing your
education are not considered in our admission decisions. Once you
are admitted, the Financial Aid Office will determine your financial
need and create an aid package that may include loans, fellowships,
or a combination. The GSB works with private lenders who can
provide non–need-based loans to cover educational expenses. Loans
are available to both U.S. and international students. The Financial
Aid Office will determine which loans to offer you, based on your
citizenship status and the information on your financial aid application.
THE CHARLES P. BONINI PARTNERSHIP FOR DIVERSITYFELLOWSHIP PROGRAM
The Charles P. Bonini Partnership for Diversity Fellowship Program
offers a unique professional opportunity and educational financial
support for MBA students who—because of culture, race, ethnicity,
background, work, or life experiences—bring a unique perspective
to the workplace or the classroom. The program places students
who have been offered admission to the Stanford MBA Program in
pre-matriculation internships, lasting nine to twelve months, or in
guaranteed summer internships between the first and second year.
The internship durations are determined by the corporate sponsors,
which include Eli Lilly and Company and Ford Motor Company.
Fellows are paid a competitive salary and standard benefits during
the internship. They receive a full-tuition grant once they enroll, with
no obligation to return to the sponsoring company. You must apply
in Round One or Round Two to be considered for this fellowship.
The mission of the Stanford Graduate School of Business is to create ideas that deepen and advance the understanding of management and, with these ideas, develop innovative, principled, and insightful leaders who change the world.
Every effort is made to ensure that the course information, applicable policies, and other materials contained in this MBA Program guide are accurate and currentat the time the guide goes to press. The Stanford Graduate School of Business reserves the right to make changes at any time without prior notice.
Stanford University admits students of either sex and any race, color, religion, sexual orientation, or national and ethnic origin to all the rights, privileges, programs,and activities generally accorded or made available to students at the University. It does not discriminate against students on the basis of sex, race, age, color, disability, religion, sexual orientation, or national and ethnic origin in the administration of its educational policies, admission policies, scholarships and loan programs, and athletic or other University-administered programs.
© 2004 by the Board of Trustees of Leland Stanford Junior University. All rights reserved.
Publisher MBA Admissions OfficeGSB Publications
Copy Beth Ann Moore
Design 1185 Design, Palo Alto, CA
Principal Photography Debra McClintonJoel Simon
Printer Color Copy Printing, Burlingame, CA