stanford 2005 mba

S TA N F O R D M B A P R O G R A MStanford 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


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


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

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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.


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.”

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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


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

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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


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


“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.

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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.

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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


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.”

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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


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

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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.


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


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.”

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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.


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


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


“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.

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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

stanford 2005 mba

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