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“Knowledge is confidence.”The Executive MBA Program Asia I Europe I North America

The University of Chicago Graduate School of Business CHICAGO LONDON SINGAPORE

TheUniversity

ofChicago

Graduate

Schoolof

Business

TheExecutive

MBAProgram

Asia

IEurope

INorth

America

Executive MBA ProgramAsia / Europe / North AmericaThe University of ChicagoGraduate School of BusinessChicagoGSB.edu/execmba

ChicagoGSB.edu/execmba

Meet students on [email protected]/xp

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ON THE COVER

“Knowledge is confidence.I was in a very specialized field, and I’ve beenexposed now to many different people, situations,professions, and subjects. I have a much moreglobal perspective. When I walk into challengingsituations, I feel more prepared for what mightcome at me.”Rachel Lupiani, ’06Associate Director, The Carlyle GroupParis, France

InsideIt’s all about the idea. 3What sets us apart? 5Stretch. Challenge. Push. Question. 7

Pure Chicago 9

Accessible Experts 11

The Classroom Experience 13

A Team Approach

to Maximize Learning 15

Real-World Teaching,

Real-Time Application 17

Values for life. 19Preparation for All Possibilities 21

Proceed with Confidence 23

Alumni: Before and After 24

Community across continents. 27Taking Diversity to a

New Dimension 29

Chicago GSB People 31

Career Management 33

Companies Represented 34

Connections that count. 37Connect Now 39

Connect for Life 41

The Facts. 43International Exposure 44

Curriculum 50

Faculty and Research 54

Career Services 59

Apply. 60

Study with the schoolthat pioneered executiveMBA education.For more than a century, Chicago GSB has beenknown as an innovator in business education.

� FIRST to offer an executive MBA program (1943)

� FIRST to publish a scholarly business journal (1928)

� FIRST to offer a PhD program in business (1920)

� FIRST to award a PhD in business to a woman (1929)

� FIRST to establish a minority scholarship program (1964)

� FIRST business school to have a Nobel laureate on its faculty (1982)

� FIRST and only U.S. business school with permanentcampuses on three continents: Asia (Singapore), Europe (London),and North America (Chicago)

� FIRST business school with six Nobel Prize–winning faculty members(George Stigler, 1982; Merton Miller, 1990; Ronald Coase, 1991;Gary Becker, 1992; Robert Fogel, 1993; Myron Scholes, 1997)

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Engage with faculty. Collaborate with peers.Question assumptions. Including your own.

Identify your passions. Explore the possibilities.Build community across continents.

Make connections that matter.Learn how to think. Inside the box. Outside the box. When there is no box.

Know what to do. How to do it. When to do it better.

Welcome to Chicago GSB.

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“Chicago GSB has one value system:We are never satisfied with ourstate of knowledge or practice.

We believe in the power of ideas.To get to the best provisional ideaand the best execution requires

making sure that each voice is heardand each person is respected.”

Dean Edward A. Snyder

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At Chicago GSB, it’s allabout

the idea.Our learning environment is collaborative and without hierarchy.Students are expected to voice their questions and dissent,whether the idea is presented by a classmate or a professor.

This is how our ideas evolve into prosperousbusiness ventures and world-changing practices.

Our learning environment embraces a discipline-based approachto the analysis of ideas. Students learn to evaluate problems andopportunities through the fundamental disciplines that underliebusiness: accounting, economics, psychology, sociology, and statistics.

This is how our graduates transcend trends andthrive in dynamic markets across all industries.

Our learning environment is based on one essential fact: thereare neither enough formulas nor business cases to span therange of decisions faced in the course of a career. We prepareour students with knowledge, a command of the relevant tools,and, most important, the ability to decisively think throughunique problems and opportunities and the ideas they generate.

This is how Chicago GSB teaches you to lead.


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Singapore CampusHouse of Tan Yeok Nee

London CampusWoolgate Exchange

“The international aspectof the program is incredible.Chicago does a great job of facilitating networking, notablyduring orientation week in Chicago and the internationalexchange modules, which take students to Chicago,London, and Singapore and add another dimension tothe exchange with professionals from around the globe.”Peter Bernet, ’06Director, Swiss ReZurich, Switzerland


The Chicago GSB DifferenceWhat sets Chicago GSB apart?An environment that stretches you pastyour known potential and supports youevery step of the way.

A curriculum that prepares you for everymoment of truth.

A faculty that travels from Chicago toLondon to Singapore.

A program that unites students from allthree campuses for four sessions.

A community that creates connections fromChicago to São Paulo to Mumbai to Moscow.

An experience that will shape your businessand your life.

But don’t take our word for it.Let our students and alumni tell youabout the Chicago GSB experience.

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Chicago CampusGleacher Center


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Austan Goolsbee, Robert P. Gwinn Professor of Economics


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Stretch.Challenge.Push.Question.These are words you hear a lot in association with theChicago GSB approach to management education. Theclassroom experience is designed to teach you not whatto think, but how to think. To open every door in a questfor the best answer. To create a door when none exists.To prepare you for the moments when your businessjudgment will mean the difference between success andfailure. To triumph in your moment of truth.


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““Reputation + Rigor + The Network =unrivaled lifelong opportunities for personal and professional growthand advancement. That’s the GSB Difference.”Paul Singh Gill, current studentSenior Change Management Leader, Group Finance SystemsStandard Chartered Bank LimitedSingapore

“The GSB learning experience deconstructsand reconstructs your thinking.This does get uncomfortable at times. But at the end of it all, the fog of informa-tion that normally bombards you as a senior business manager, on a day-to-daybasis, suddenly starts to make sense—these ‘a-ha’ moments are priceless.”Zubaria Lone, current studentDirector, SMS3London, United Kingdom

(program) ( faculty) (campuses)


=Chicago

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The Chicago GSB DifferencePure ChicagoThe Chicago GSB Executive MBA Program is“pure Chicago.” One executive MBA programis taught on three campuses. One ChicagoGSB faculty teaches all our programs, throughthe same distinctive approach. The ChicagoApproach to management education gives youa powerful framework for decision making thatwill serve you throughout your career. By goingdeeper into the basic disciplines, you masterfundamental concepts and frameworks thatcan be applied to any business situationin any industry.

“The Executive MBA Programis not like other schools that runprograms on other campuses,with faculty other than their own. With Chicago GSB,it’s Chicago GSB professors who fly to London andSingapore to teach.”Mark Hoyt, ’00Vice President, International FinanceCareerbuilder.comChicago, Illinois, USA

(pure)


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“Learning the class workis just one way I rely on mypeers. I have gone tothem for advice on careerchanges, networking,places to vacation, businesscontacts, research...you name it and several have come to me for adviceon professional and personal matters as well.”Thomas O’Malley, current studentDirector, JAPAC Industry Strategy and InsightOracle CorporationSingapore


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The Chicago GSB DifferenceAccessible ExpertsOur faculty members are Nobel laure-ates, presidential appointees, fellows ofthe American Arts and Sciences, andmuch more. Two current faculty mem-bers, Gary Becker and Robert Fogel, arerecipients of the Nobel Prize. Our facultyare regularly called upon for their expert-ise. Their research and opinions are citedin media worldwide, from the Wall StreetJournal and New York Times to LeMonde, the Economist, AustralianBusiness Review, and Economic Times ofIndia. Yet what matters to students most?Their remarkable accessibility anddedication to teaching. Our professorsshare meals with students and areavailable for after-class discussion.It’s more than a student-teacherrelationship—it’s a shared experience.

“All the professorsI encounteredwere surprisinglyaccessible.Faculty were always readily available to answer questionsand really liked to hear about our experiences at work.”Kathy Fieweger, ’06Vice President, Midwest OperationsFD IncChicago, Illinois, USA

Tanya Menon, Associate Professorof Behavioral Science, works withstudents after class.

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“I appreciate the fact that Ican interact one-on-onewith distinguished facultywho are experts in theirrespective fields.They are generally approachable, and are attunedto making my time in the classroom worth it. This,coupled with the depth and breadth of experiencesthat my classmates bring to the classroom, make itan enriching experience for me.”Paul Singh Gill, current studentSenior Change Management Leader, Group Finance SystemsStandard Chartered Bank LimitedSingapore

“There is a lot of interactionin the classroom, where peoplebring forward their viewsand solutions to a variety ofpractical issues.Sometimes people have been in similar situations andhave real life experience from implementing certainsolutions. This makes it a very powerful learningexperience by combining the absolute latest theoreticalstudies from the professors and the practical experiencefrom the students.”Jesper Cramon, current studentCFO, Safmarine Container LinesBrasschaat, Belgium


The Chicago GSB DifferenceThe Classroom ExperienceAt Chicago GSB, our faculty don’t justlecture—they share information, elicitresponses, spur dialogue, encouragedifferences of opinions, debate ideas.They expect their students to do thesame, in the classroom and on theirown. This is where ideas compete andpeople collaborate. Active engagement,informed thought, and dynamic teamworkmake the GSB experience uniqueamong its peers.

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“Professors welcome real-time input from the class inquestioning and challengingthe frameworks and funda-mentals we use to analyzemost business issues.Most students have significant experience in areas of the subject matter, whichprovides an interesting, and often thought provoking, facet to classroom discussion.”Kenyatta Matheny, current studentSenior Vice President, Associated Banc-CorpChicago, Illinois, USA

Professor Ronen Israelteaches Investments.


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“I just viewed the travel part of theprogram as a ‘neat perk.’What a mistake. Having this much exposure to so much of theworld at my fingertips through classmates is a take-awaythat is invaluable for me. It has helped me to grow so muchas a professional, but more importantly as a person andcitizen of the world.”

Stacy Waters, current studentPresident and CEO, The Waters Consulting Group, Inc.Dallas, Texas, USA

Graham Ellis, ’08Business Manager, Biorenewable Energy

UOP LimitedGuildford, United Kingdom


The Chicago GSB DifferenceA Team Approach toMaximize LearningWorking in study groups is an integralpart of the Executive MBA Program.At the beginning of the program,students are assigned both a localand international study group, eachcarefully crafted for a balance ofbackgrounds and skills. Studentslearn to collaboratively problem-solveby relying on one another’s strengthsand expertise, building lasting bondsin the process.

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“We edge and pusheach other on,stretching ourselvesto the very limit inthe process.This helps us constantly refine the inherent assumptions that all of us holdwithin us when we work on a project together. The end result is a discussionthat is thorough, insightful, and more complete than we would ever haveachieved on our own.”Stephen Ho, current studentCountry Director, United Arab Emirates & Oman andSenior Vice President, Middle East/South East Asia/North AfricaSurbana International Consultants Pte LtdSingapore


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Nadir Belarbi, ’08Europe campus


The Chicago GSB DifferenceReal-World Teaching,Real-Time ApplicationWhen Chicago GSB professors enterthe classroom, you get the benefit oftheir real-world expertise. Our professorscollaborate and consult with firms, serveon corporate boards, and start their owncompanies. They are sought out for expertanalysis and advice by government andbusiness leaders worldwide. Their activi-ties go beyond teaching to create newknowledge and shape the way the worlddoes business. Because our professorsteach a masterful mix of theory and appli-cation, you can start applying what youlearn from day one. The biggest benefitfrom your new knowledge? The confi-dence to ask the hard questions, seekthe best answers, and act decisively.

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“I’ve always had a win-winstrategy, but now I’mable to characterize it,to tell a potential client in detail how the strategy can be achieved.I’ve become more precise.”Nadir Belarbi, ’08Senior Manager, eBusiness & InnovationThe Dannon Company Inc–North AmericaWhite Plains, New York, USA

“I am now much more confidentin dealing with uncertainties inthe business environment.The frameworks that I have learned at the GSB are applicableimmediately and have enabled me to look at real world issuesanalytically and rigorously.”

Stephen Ho, current studentCountry Director United Arab Emirates & Oman andSenior Vice President, Middle East/South East Asia/North AfricaSurbana International Consultants Pte LtdSingapore


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Karen Pleva, ’08, Chief of Staff, Global Operations, Barclays Bank PLC, London, United Kingdom, Europe Campus


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Valuesfor life.The Chicago GSB experience is unlike any other. Time and again,our students and alumni tell us how our MBA programs changenot only their approach to business, but their approach to life.Ours is an environment that cultivates deep questioning, intenseexploration, sharp focus, and a passion for possibilities—values that foster decisive leadership and high-level success.


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“Many of my classmates went intothe program with specific plans,and I’m no exception.But as I learned more about myself and different aspects ofbusiness, I started opening my mind to other opportunitiesand perspectives that I might not have otherwise thoughtwere possible.”Kamilah Williams-Kemp, ’08Assistant Director, Field RecruitmentNorthwestern Mutual Life Insurance CompanyMilwaukee, Wisconsin, USA

Kamilah Williams-Kemp, ’08North America Campus


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The Chicago GSB DifferencePreparation forAll PossibilitiesThe Chicago approach to managementeducation teaches the analysis of ideasand problems through the contextuallenses of the fundamental disciplinesthat underlie business: accounting,economics, psychology, sociology, andstatistics. We present the whole picture,so you understand cause and effect fromfunction and department to companyand industry. The result is an educationthat prepares you for every possibility.

“The basics I wastaught can beapplied to anybusiness practice,across any field.If I chose to leave healthcare,I think I could go to any industryand succeed.”Dave Babins, ’08Orthopedic SurgeonErie, Pennsylvania, USA

Dave Babins, ’08North America Campus


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“The experiencehas rechargedmy thinking andhelped me tobetter engagewith people from different functions by enablingme to see the world more clearly through theireyes. This has led to more insightful discussionsmuch more quickly.”Zubaria Lone, current studentDirector, SMS3London, United Kingdom

Frederik Wattimena, ’08Director, Indonesia Deutsche Asset Management (Asia) LtdSingapore


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The Chicago GSB DifferenceProceed with ConfidenceEveryone comes to Chicago GSB to learnnew business skills. What they acquireis so much more: confidence to face thetoughest business challenges, contactsto help when needed, and a new way ofinterpreting the world.

“I cannot stress enoughhow critical the GSBhas been in my career.Although I had many years of marketingexperience, my finance and accounting skillscome mostly from what I learned at the GSB.You can’t be a general manager without asolid grounding in finance. Facets such asGAAP accounting and all the U.S.–specificinformation I learned at the GSB have hadan enormous impact on how I run mybusiness and make business decisions.”Javier Escobedo, ’01Managing Partner, OLE, LLCNew York, New York, USA


Paulette Velasco, ’03Singapore

BEFORE Chicago GSB Marketing director for a computer firmTODAY Vice President of Helios Partners, an international sports marketing firm

“It’s everything I want in a job. And now, I’m a lot more confidentgoing into budget meetings with CEOs.”

Bill Osborne, ’01Oakville, Ontario, Canada

BEFORE Chicago GSB Plant manager for Ford Motor CompanyTODAY President and Chief Executive Officer,Ford Motor Company of Australia, Melbourne, Australia“It’s the culmination of everything I prepared forat the GSB. I think the ’big a-ha’ for me was that,instead of focusing on one particular outcome, Ilearned to accept that there are often no correct,clear-cut answers. I learned how to make a gooddecision—and then accept a range of outcomes.”

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Erik Østergaard, ’01Copenhagen, Denmark

BEFORE Chicago GSB Senior director for one of Europe’s largest ferry companiesTODAY CEO of Dansk Transport OG Logistik, representing 3,800 transportation companies

“I don’t recall a single course that wasn’t immediately applicable to theworkplace. But it’s the overall impact of the program that is so valuable.When you’re done, you feel different and you think differently. It’s likeyou’re looking at the world through new eyes.”

David Hart, ’97Frankfurt, Germany

BEFORE Chicago GSB Business editor for FAZ (Frankfurter Allgemeine Zeitung)TODAYManaging Director, Communication Solution GmbH, a public relations consultancybusiness he launched to help cities and states increase foreign investment in their regions

“Chicago’s program is not just about theory. It prepares you to make decisions,approach clients, think about things strategically, assess risk. It gives youtools to turn business ideas into business.”

N O RT H A M E R I C A C A M P U S

A S I A C A M P U S

A S I A C A M P U S

Erwin Rezelman, ’03São Leopoldo, Brazil

BEFORE Chicago GSB Director of SAP Labs TokyoTODAYManaging Director, SAP Global Service Center, Brazil“The GSB program gives you tools to evaluaterisk. You learn how to put everything together—the economics of HR, financial business casewriting, negotiation skills—so you can identifyissues better.”

E U R O P E C A M P U S

E U R O P E C A M P U S


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A Chicago MBA prepares you tomake the career move you want,whether it’s changing industries,heading an international corporation,or launching a new venture.See what these Executive MBA graduatesdid with their degrees.Anne Alonzo, ’00

Washington DC, USA

BEFORE Chicago GSB U.S. diplomat inMexicoworking on NAFTA and DeputyAssistant Secretary at the U.S. Department of Commerce, International TradeTODAY Vice President, Global Public Policy, Kraft Foods“Although I was interacting with U.S. companies, I didn’t have a goodfoundation on how companies work from the inside. This MBA was areal growth experience and a turning point in my career.”

Carolyn Chan, ’02Singapore

BEFORE Chicago GSB An executive recruiter for A.T. KearneyTODAY Regional Director, Strategic Partnerships and Alliances,Center for Creative Leadership, a leadership development programthat trains over 20,000 people a year

“As an executive search consultant, I helped clients ’find’ theirleaders. Now I work with clients on developing their leaders.My MBA gave me the business background I needed and theconfidence to make effective decisions.”

Abdulla Almulla, ’96Dubai, United Arab Emirates

BEFORE Chicago GSB Hotel industryTODAY Chairman, Almulla Hospitality, the first Islamicinternational hotel chain

“I had experienced a few disastrous investments.However, at Chicago we were told we’d emergebeing able to sit at any board of directors table.And we did.” Carlos Cabrera, ’89

Des Plaines, Illinois, USA

BEFORE Chicago GSB Engineer at UOP, a firm that develops andsupplies technology to the refining and petrochemical industryTODAY President and CEO, UOP LLC“The program was one of the highlights of my life.The opportunity to interact with people who havebeen educated in a variety of disciplines and canthink in common terms about business andstrategy was very exciting.”

AS IA CAMPUS

NORTH AMER ICA CAMPUS

NORTH AMER ICA CAMPUS

EUROPE CAMPUS


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Mike Sorrentino, ’08, President, Bright Strategy Incorporated, Atlanta, Georgia, USA, North America Campus


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Communityacrosscontinents.At Chicago GSB, community knows no borders or boundaries.Connections emerge from classes, spill into study groups, carryon in after-class conversations, solidify during international sessions,and last a lifetime. You can immerse yourself in the social aspectsof the program as little or as much as you like. Here, community isthe collaborative approach to problem solving, to best performance,to getting the most from this experience that is Chicago GSB.


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“The diverse student bodyand the internationalexchange go beyondhaving a global networkof colleagues and friends –it is about the opportunity to discuss social equalitywith people from third world countries... learn abouthow it was to live during the apartheid regimewith someone who actually experienced it... talk topeople who fought in wars... and even learn aboutthe organization of the Roman Catholic Church.Every get together is an opportunity to learnsomething amazing.”Talita Ramos, current studentCounsel, Strategic TransactionsKraft FoodsChicago, Illinois, USA


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The Chicago GSB DifferenceTaking Diversity toa New DimensionThe Executive MBA Program givesnew meaning to diversity. With threeinternational campuses representing51 countries, every class session is anexperience in cultural immersion. Addthe immensely varied backgrounds ofdegrees, industries, and job functions,and diversity reaches a new dimension.

“The variety of work experienceamong the students provided afantastic learning platform anda great networking environment.The difference in backgrounds was amazing. I interactedwith individuals who have worked in Siberia and Mongolia,people who understand what it is like operating in environ-ments where there is minimal corporate governance, littlereliance on financial data, and little understanding of finan-cial markets. Others came from more traditional industries,like finance, technology, telecoms, and consulting. It wasa real potpourri of experiences.”Jeanette Wong, ’02CFO, DBS GroupSingapore


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““Although we are workinghard, we are having anamazing time and a lot of fun.I now have a great network of fantastic friends withamazing skills in a huge variety of industries and cultures.”Jesper Cramon, current studentCFO, Safmarine Container LinesBrasschaat, Belgium

Catherine Nathan, ’08, of Fullerton FinancialHoldings, Adeline Ng, ’08, of Citibank, andLawrence Low, ’08, of Advantek celebrateLawrence’s birthday, Asia Campus


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“The GSB community ismade up of lots of verydriven individuals who liveby the maxim ‘work hardand play hard.’We take our lectures and assignments seriouslybut we make sure we lead a ‘balanced’ life. Thereare certainly plenty of opportunities outside theclassroom (which oddly enough, seem to take placemainly in the neighborhood pub) to socialize with ourclassmates and strike up what will no doubt be last-ing friendships.”Jack Sung, current studentSenior Vice President, CitiSingapore

The Chicago GSB DifferenceChicago GSB PeopleAs much as it’s possible to sum upa community, this is Chicago GSB:People who approach work and playwith equal intensity. Who are confidentenough to make mistakes. And groundedenough to know that getting to the topis easier—and more fun—when thejourney is shared.

““The global network ofcontacts is a tremendousasset for life.During my travels, I’ve met up with classmatesin Shanghai, Taiwan, Korea, and California.Being together with highly ambitious andintelligent classmates is pure adrenaline.”Lawrence Low, ’08Sales and Marketing Director, Asia PacificAdvantek Inc.Singapore


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“As my colleagues andI retool for new careerchallenges, Chicago GSBgave us an unparalleledtoolbox to use in that effort.The tools were not just the academic disciplines and understanding for which Chicagois famous, but a living, breathing network of business architects and craftsmen whoare available to help us sharpen our skills throughout our careers.”Karen Jensen Gruber, ’08Founder and Owner, The Perfect DinnerOak Park, Illinois, USA

Karen Jensen Gruber, ’08 (right),confers with an employee at her shop.North America Campus


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The Chicago GSB DifferenceCareer ManagementChicago GSB Career Services can helpyou manage your career, whether you’reclimbing the ladder within your currentcompany, negotiating a raise, figuring outif your firm will be family-friendly, makinga functional change inside your organiza-tion, or shifting industries five years downthe road. Like everything else at ChicagoGSB, community plays a part. Fellow stu-dents and alumni share their experiences,open new channels, and help one anotherthrough connections and opportunities.Our Career Services team offers a fullarray of programming, from how to bestpursue your career passion to developingeffective job search strategies. CareerServices also creates and maintainsvaluable corporate connections.


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For a comprehensive list of companies, visitChicagoGSB.edu/execmba/companies

Participants in the ExecutiveMBA Program representevery type of industry aroundthe world, ranging fromfamily-owned businesses toFortune 500 corporations.The following companies* are among thosewhose employees have enrolled recently inthe Executive MBA Program.

*This is not a comprehensive list.

These companies do not necessarily underwrite employees’ tuition costs.


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Vishal Sharma, ’08, Founder and Managing Director, Tuscan Ventures Pvt. Ltd., Mumbai, India, Asia Campus


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Connectionsthat count.Across all programs. In 94 countries. Every conceivable industry.40,000 alumni strong worldwide. And growing. This is yourChicago GSB network. You join it the moment you walk in thedoor. You expand it with every class. Every study group. Everycasual conversation after class. Every Management Conference.Business Forecast. Dean’s Forum in London. Global Leadershiplectures in Mexico City, Tokyo, Munich, Zurich, Jakarta—pickyour city. Connect to your network. Chicago GSB is everywhere.


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“Being a part ofthis program, youknow that whateverchallenge you mightface in the future,you will be able to resolve it either personally or by tapping intothe alumni directory to find someone who can help.”Ibrahim El Bitar, ’08Planning and Budgeting Director, Dubai World Trade CenterDubai, United Arab Emirates

Ibrahim El Bitar, ’08Europe Campus


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The Chicago GSB DifferenceConnect NowChicago GSB alumni are a part of yournetwork from the day you are acceptedas a student. You will meet them atadmissions receptions. They participateas distinguished speakers and classroomguests. Our alumni are involved everystep of the way, from helping identify thebest prospective students to tapping intoour talent pool, from speaking at confer-ences to endowing professorships. Whenyou join the GSB, you connect to theentire GSB community.

“Now, some of my bestfriends are fromArgentina, Australia,Italy, Switzerland...the student body couldn´t be more diversified,it´s great to know that you can count onfriends or classmates from all over the world.This globalness brings great experiences foreach one of us.”Manuel Campos, current studentDeputy Manager, Banco Pivado PortuguesMadrid, Spain


25 Business Forecasts held in

18cities globally

4,75OCEOs and other

top company officers

89Alumni clubs worldwide

Global Leadership Seriesevents held in

13international cities


The Chicago GSB DifferenceConnect for LifeWherever you go from here, you’ll finda vibrant GSB network. Our alumni hailfrom every inhabitable continent, living

and working in 94 coun-tries. With campuses onthree continents and alumniin virtually every industry

worldwide, your network is as broadas your outreach. Alumni clubs androundtables convene regularly in morethan 80 cities. The Global LeadershipSeries brings stellar faculty and alumnispeakers to cities in Asia, Europe, andLatin America, including Moscow,Mexico City, and Mumbai. Informationon more than 40,000 alumni is availablethrough the online community directory.Wherever you go from here, your GSBnetwork is always accessible.

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42,000GSB alumni

101countries in whichGSB alumni are

living and working

Women’s Week events held in

34cities around the world

Find out more about our alumniat ChicagoGSB.edu/alumni


Faculty

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One program,three continents.25% of the program is spent withstudents from all three campuses.

Study at all three campuses. Regardless of your primarycampus, you will study at all three locations and get a first-hand view of how business is conducted around the world.You’ll be immersed in the business and cultural life of the region and get the chanceto fully explore these major business centers. No other business school in the worldoffers you the choice of three such vibrant and diverse environments in which to study.

Locations Chicago GSB’s permanent campuses are located in three of the world’smost exciting cities, all of which are major transportation hubs offering easy transitto and from cities throughout the world.

Chicago The North America campus is the University of Chicago Gleacher Center,a state-of-the-art facility in the heart of Chicago’s commercial and retail district.Located on the shores of Lake Michigan, Chicago boasts miles of recreational areasalong its lakefront. The city offers a wealth of art, cultural, and entertainment outlets,including renowned museums, architecture, and professional sports, as well as amosaic of ethnic and cosmopolitan neighborhoods.

London The Europe campus, in the Woolgate Exchange building, is in London’smain financial district, a 10-minute walk from Liverpool Street Station. A city ofcentral importance to Europe and the global economy, London also is rich in culture.Historic and modern at once, the city’s offerings include free museums, famousarchitecture, high-end shopping, world-class theater, plus sports, music, and eclecticcuisine—from pub food to saag paneer.

Singapore The Asia campus occupies the House of Tan Yeok Nee, a restored120-year-old historical landmark among the glass and steel towers of Singapore.Singapore is a thriving business and financial center for Southeast Asia and hasthe world’s busiest port. It is a bustling metropolis with excellent communicationsand transport. Singapore has an astonishing mix of old ethnic areas, modern officebuildings, and shopping complexes. Three million Chinese, Malays, Indians, andEurasians call this island their home.


Onecurriculum

.

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The FactsInternational Exposure

25%Time spent in

international cohortsat all 3 campuses.

One global network.

One

facu

lty.

1⁄4 of the program isspent with colleaguesfrom all three campuses.

All students convenein Chicago for a week-longkick-off and a week-longelectives session.

International cohorts,composed of an equalmix of students fromall three campuses,convene for weeklysessions in Londonand Singapore.

X PC H I C A G O

A X PS I N G A P O R E

E X PL O N D O N


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At Chicago GSB,we value theindividual andactively recruita communityof students withdiverse experiences,backgrounds,perspectives,and goals.


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Accounting/Finance 10%Marketing/Sales 10%Business Development 8%Banking/Investment Management 7%Consulting 6%Engineering 3%Entrepreneurial 3%General Management 18%Information Systems 4%Law 4%Strategic Planning 4%Project Management 3%Other 20%

Financial Services 13%Advertising/Marketing Services 10%Aerospace/Transportation 4%Investment Management/Banking 14%Technology/Computer-Related Services 7%Consulting 9%Nonprofit/Government 4%Energy 5%Health Care/Pharmaceuticals 7%Manufacturing 9%Other 18%

Job Functions Industries

TOTAL STUDENTS 281MALE 82% FEMALE 18%AVERAGE YEARS OF WORK EXPERIENCE 13COUNTRIES OF CITIZENSHIP 49COUNTRIES OF RESIDENCE 41

AVERAGE AGE 36HOLD ADVANCED DEGREES 29%


Other20%

Accounting/Finance

10%Other18%

GeneralManagement

18%

InvestmentManagement/

Banking14%

FinancialServices

13%Marketing/

Sales10%

Business Dev8%

Advertising/Marketing Services

13%Manufacturing

14%


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In the past 5years,ExecutiveMBAProgramparticipantshave representedthe followingcountries throughtheir citizenshipand/or residency:


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Executive MBA Program

North AmericaArgentinaBangladeshBarbadosBrazilCanadaChileChinaCosta RicaDenmarkFranceGermanyGhanaHaitiIndiaIrelandItalyJapanMalawiMexicoPakistanPhilippinesPolandRussiaSouth KoreaSpainUnited KingdomUnited States


EuropeArgentinaAustraliaAustriaBahrainBelgiumBrazilBulgariaCameroonCanadaChileChinaCzech RepublicDenmarkEgyptFinlandFranceGermanyGreeceHong KongHungaryIndiaIranIrelandIsraelItalyJamaicaJapanJordanKazakhstanKenyaKoreaKuwaitLatviaLebanonLuxembourgMadagascarMalaysiaMexicoMontenegroNetherlandsNew ZealandNigeriaOmanPakistanPeruPhilippinesPolandPortugalQatarRomaniaRussiaRwandaSaudi ArabiaSenegalSingaporeSlovakiaSloveniaSouth AfricaSouth KoreaSpainSri LankaSwedenSwitzerlandSyriaTanzaniaTunisiaTurkeyUKUkraineUnited Arab EmiratesUnited StatesUzbekistanVenezuela


AsiaArgentinaAustraliaAustriaBelarusBelgiumBotswanaBrazilCanadaChinaColombiaDenmarkEgyptFinlandFranceGermanyHong KongIndiaIndonesiaIrelandIsraelItalyJapanKoreaKyrgyzstanMalaysiaMauritiusMexicoMoroccoNetherlandsNorwayPakistanPeruPhilippinesPolandRussiaSingaporeSouth AfricaSpainSri LankaSwedenSwitzerlandTaiwanThailandTrinidad & TobagoTurkeyUAEUnited KingdomUnited StatesVietnam


50

The CurriculumThe Executive MBA Program is a general management program that buildsmanagerial leadership skills on a strong foundation of business fundamen-tals. Participants also choose two courses from a pool of electives to furtherchallenge themselves or expand their knowledge in a particular area.

Essentials ofEffective

ManagementInvestmentsStatistics Financial

AccountingMicroeconomics

ManagerialAccounting

CompetitiveStrategy

Cases inFinancialAnalysis

CorporateFinance

OperationsManagement

Managing theWorkplace

StrategicLeadershipMarketing

ManagerialDecision Makingand Negotiation

Electives(2)

Macroeconomics

BUSINESS FUNDAMENTALS

MANAGERIAL LEADERSHIP

ELECTIVES

Year to year there may be changes to the overall curriculum. The aboverepresents the typical program offering of core courses and electives.


51

The Facts Curriculum

Business Fundamentals

Essentials of Effective Managementfocuses on increasing a manager’s under-standing about the nature and dynamicsof interpersonal behavior related to orga-nizational performance by providing anintroduction to theory and research in thebehavioral sciences. Using a combinationof case discussions, group activities, andlectures, the primary goal is to offer con-ceptual frameworks and principles thatwill improve managerial effectiveness.Topics covered include motivation, socialperception, interpersonal influence,communication, group decision making,commitment, and leadership.

Financial Accounting provides the insightto see through the numbers by develop-ing your understanding of the languageof business, how financial statements areprepared, how to interpret financialstatements, conduct preliminary finan-cial analyses of the firm, and forecast afirm’s financial performance.

Microeconomics focuses on the basiceconomic principles of the firm and theirrelevance in business decisions. Thecourse covers supply and demand andits relation to market behavior followedby economic determinants of individuals’consumption, savings, and labor behavior.

Statistics provides a comprehensivetreatment of basic statistical conceptsand analytical tools for data-driven deci-sion makers. Topics covered include timeseries, categorical data, random variablesand their distributions, variability, andregression models. Priority is given tounderstanding the concepts and theirrelevance to business.

Macroeconomics analyzes both short-runfluctuations and long-run growth of theaggregate economy. Topics include boomsand recessions, inflation and unemploy-ment, monetary and fiscal policy, budgetand trade deficits, interest and exchangerates, and the productivity slowdown.

Investments covers financial theory andempirical techniques currently used inthe quantitative analysis of financialasset prices and their applications toinvestment decisions in global markets.Covering such topics as portfolio alloca-tion, models of capital market equilibri-um and empirical evidence, performancevaluation, and fixed income manage-ment, this course builds a foundationfor understanding concepts that affecta firm’s access to funding and markets.


52

Managerial Leadership

Competitive Strategy applies conceptsfrom microeconomics and industrialorganization to competitive decisionmaking. Case discussions serve as afoundation for learning in this class.Topics covered include industry analysis,basic game theory, competitive interac-tions, competitive pricing, commitment,and antitrust.

Managerial Accounting sheds light on whysome managers use numerous seeminglysub-optimal accounting practices andexplores why firms are adopting activity-based-costing (ABC), economic valueadded (EVA), and balanced scorecard.Emphasis is placed on the question oforganizational motivation and control andthe role of accounting in this context.

Operations Management concentrates onorganizational operations concepts andprocesses from a general manager’s per-spective. Three critical concepts form thebase of this course: locating and costingbottlenecks, reducing variability, andmanaging variability. These concepts pro-vide insight into process analysis, quality,inventory control, capacity planning, andlocation.

Marketing develops an understanding ofand skill in formulating and planningmarketing strategies. Understanding,developing, and evaluating brand strate-gies over the life of a product are a keycomponent of the course. Topics alsoinclude strategies for pioneering brandsand later entrants and strategies forgrowth in declining markets.

Managerial Decision Making andNegotiation has two goals: a descriptivegoal that helps students understand howmanagers actually make decisions anda prescriptive goal that helps studentsbecome better decision makers andnegotiators. Through readings, demon-strations, and cases, students learn whymanagers are susceptible to certaindecision-making biases and subsequentlymake less than optimal decisions. Thecourse explores the implications of thesebiases for consumer, organizational, andfinancial decision making. In the secondpart of the course, a series of negotiationsimulations helps students develop astructured approach to preparation anda refined set of skills for carrying outnegotiations.

Corporate Finance focuses on the inter-actions between financial structures andthe value of the underlying real assets.After a short introduction to capitalbudgeting and valuation methods, thecourse focuses on the process of capitalstructure decisions. Recent theories incorporate finance are illustrated througha series of examples and cases. Specialemphasis is placed on the ways in whichfinancing affects the incentive structureof financial claimants.

Strategic Leadership encourages partici-pants to use the social structure aroundthem to identify opportunities to createvalue, mobilize resources around theopportunities, and organize to delivervalue. Case-based class discussionsserve as a framework for exploring high-performance teams, corporate culture,reputations, leading strategic change,leveraging best practices, communicatinga vision, reading the informal organiza-tion, and integrating operations acrossbusiness units.


53

Managing the Workplace analyzes keytopics in global human resource manage-ment and organizational design.Emphasis is placed on the means bywhich multicultural firms attract, develop,retain and motivate employees, and onorganization structure and decision mak-ing. Attention is given to current personnel practices and business environmentchallenges to organizational policies invarious countries and cultures.

Cases in Financial Analysis takes afinancial approach to managerial deci-sion making. Funds needs, financingdecisions, and investment decisions arediscussed. Understanding how financialdecisions affect firm value is a focus ofthe course. Case discussions of large andsmall, international and country-specificfirms provide the main vehicle for learn-ing in this course.

Electives

Electives allow participants to personal-ize the program for individual develop-ment needs or career objectives.Participants choose two courses from apool of electives chosen by ExecutiveMBA Program participants. Actual elec-tives offered vary year to year, but usuallyinclude cutting-edge or advanced topics.A sample of electives taught in the past:Entrepreneurial Finance and Private EquityPrivate Equity & EntrepreneurshipAdvanced Marketing StrategyGrave to Cradle Corporate RestructuringIntroduction to Financial InstrumentsHedge Fund Investment StrategiesTopics in Organizational BehaviorPricing StrategiesBuilding the New VentureTheory and Policy of Modern FinanceSituational Leadership: A BehavioralScience Approach

The Facts Curriculum


54

David AltigAdjunct Professor of EconomicsBBA (economics), University of Iowa, 1980;

MA (economics), Brown, 1982;

PhD (economics), Brown, 1987.

Ray BallSidney B. Davidson Professorof AccountingBCom University Medal (accounting),

University of NSW, 1965; MBA, University of

Chicago, 1968; PhD (economics), University of

Chicago, 1972; Doctor Honoris Causa, Helsinki

School of Economics, 1991; Doctor Honoris

Causa, Katholieke University Leuven, 1994;

CPA, Australia.

Research Activities Financial reporting and dis-

closure; earnings and stock prices; international

accounting and finance; market efficiency; the

institutions of a market economy.

Federico M. BandiAssociate Professor of Econometricsand StatisticsLaurea (economics), Bocconi University, Milan,

1994; MA (economics), Bocconi University,

Milan, 1995; PhD (economics), Yale University,

1999.

Research Activities Time series econometrics;

empirical finance; continuous-time asset pricing.

Ronald S. BurtHobart W. Williams Professor ofSociology and StrategyBA (social and behavioral science), Johns

Hopkins University, 1971; MA (sociology),

State University of New York at Albany, 1973;

PhD (sociology), University of Chicago, 1977.

Research Activities Theory and research

methodology describing the social structure of

competitive advantage in careers, organizations,

and markets.

Pradeep K. ChintaguntaRobert Law Professor of MarketingBT (mechanical engineering), Institute

of Technology, Banaras Hindu University, India,

1984; MS (management), Indian Institute of

Management, Ahmedabad, India, 1986; PhD

(marketing), Northwestern University, 1990.

Research Activities Analysis of household

purchase behavior; pharmaceutical markets;

technology products.

Steven DavisWilliam H. Abbott Professor of InternationalBusiness and EconomicsBA (economics), Portland State University,

Oregon, 1980; MA (economics), Brown

University, 1981; PhD (economics), Brown

University, 1986.

Research Activities Job creation and destruc-

tion; tax effects on work activity; the distribu-

tion of consumption and earnings; demand

for risky assets; software pricing and design.

The FacultyChicago GSB faculty who regularly teach in the Executive MBA Program:


55

The FactsFaculty and Research

Sanjay DharJames H. Lorie Professor of MarketingBTech (mechanical engineering), with honors,

Indian Institute of Technology, India, 1983;

MBA, Indian Institute of Management (India),

1987; CPhil (management), University of

California, Los Angeles, 1992; PhD (manage-

ment), University of California, Los Angeles,

1992.

Research Activities Brand management; con-

sumer promotion evaluation and planning

(bonus buys versus in-store coupons, package

coupons, free-standing insert [FSI] coupons,

cross-ruff coupons); competitive advertising

strategies; e-commerce strategy; marketing

strategy; new product development, manage-

ment and strategy; retail management best

practices (promotion and merchandise plan-

ning and evaluation, store formats, impact of

private labels, efficient consumer response

[ECR] initiatives, category management, effi-

cient assortment management, loyalty reward

programs, every day low pricing [EDLP]);

trade promotions.

Donald EisensteinProfessor of Operations ManagementBS (engineering management), Southern

Methodist University, 1982; BS (mathemati-

cal science), Southern Methodist University,

1982; MS (operations research), Georgia

Institute of Technology, 1983; PhD (opera-

tions research), Georgia Institute of

Technology, 1992.

Research Activities Analysis of logistical sys-

tems including production, material handling,

scheduling, routing and distribution.

Nicholas EpleyProfessor of Behavioral Science andNeubauer Family Faculty FellowBA (psychology/philosophy), Saint Olaf

College, 1996; PhD (psychology), Cornell

University, 2001.

Research Activities Experimental study of

social cognition; perspective taking; intuitive

human judgment.

Luis GaricanoProfessor of Economics and StrategyLicenciado (economics), Universidad de

Valladolid, 1990; Licenciado (law),

Universidad de Valladolid, 1991; MA

(European economic studies), College of

Europe, Bruges, 1992; MA (economics),

University of Chicago, 1995; PhD (econom-

ics), University of Chicago, 1998.

Research Activities Economics of acquisition

and transmission of knowledge; organizing

professional service firms; specialization; cul-

ture, language and codes in organizations;

incentives; organization and strategy.

Robert H. GertnerWallace W. Booth Professor ofEconomics and StrategyAB summa cum laude (economics), Princeton

University, 1981; PhD, Massachusetts

Institute of Technology, 1986.

Research Activities Industrial organization;

resource allocation and decision making in

organizations; corporate investment; law and

economics; theory of the firm; strategic pricing.

Michael GibbsClinical Professor of EconomicsAB and AM (economics), University of

Chicago, 1984; PhD (economics), University

of Chicago, 1989.

Research Activities Personnel economics;

economics of organization; incentive

compensation.

Linda GinzelClinical Professor of Managerial PsychologyBA summa cum laude (psychology), University

of Colorado, 1984; MA (social psychology),

Princeton University, 1986; PhD (social psy-

chology), Princeton University, 1989.

Research Activities Social cognition and inter-

personal perception; the social psychology of

organizational behavior; ethical leadership;

management education; executive

development.


56

John HuizingaWalter David “Bud” Fackler DistinguishedService Professor of EconomicsBA cum laude (economics), Pomona College,

1976; BA cum laude (mathematics), Pomona

College, 1976; PhD (economics),

Massachusetts Institute of Technology, 1980.

Research Activities Empirical studies in

macroeconomics and finance, both domestic

and international; econometric theory.

Ronen IsraelVisiting Professor of FinanceBA (economics), University of Haifa, Israel,

1984; PhD (finance), Northwestern

University, 1989.

Research Activities Capital allocation process;

organization design; the economics of the

market for corporate control; firms’ capital

structure choice; the economics of bankrupt-

cy. Current research is on entrepreneurial

finance; capital allocation process; and mana-

gerial compensation.

Tobias J. MoskowitzFama Family Professor of FinanceBS (industrial management/industrial engi-

neering), Purdue University, 1993; MS

(management with finance concentration),

Purdue University, 1994; PhD (management,

finance), University of California, Los

Angeles, 1998.

Research Activities Empirical asset pricing;

investments and portfolio choice; private

equity and entrepreneurship; real estate;

empirical corporate finance.

Lenny SofferClinical Associate Professor of AccountingBA (accountancy) University of Illinois -

Urbana, 1977; MBA (finance), Northwestern

University, 1981; PhD (accountancy),

University of California, Berkeley, 1991.

Research Activities Corporate valuation; capital

markets; accounting information.

Lars StoleEli B. and Harriet B. Williams Professorof EconomicsBA (economics), University of Illinois, 1985;

MS, London School of Economics, 1986;

PhD (economics), Massachusetts Institute of

Technology, 1991.

Research Activities Economics of contracts

and organizations; industrial organization;

informational economics; current research

focuses on price discrimination and

intra-organizational resource allocation.

Per StrömbergAdjunct Associate Professor of FinanceMBA (finance), Stockholm School of

Economics, 1991; MS (industrial administra-

tion), Carnegie Mellon University, 1993; PhD

(finance), Carnegie Mellon University, 1997.

Research Activities Corporate finance and

governance; venture capital and entrepreneur-

ial finance; costs of bankruptcy and financial

distress.

Richard ThalerRalph and Dorothy Keller DistinguishedService Professor of Behavioral Science andEconomicsBA (economics), Case Western Reserve

University, 1967; MA (economics), University

of Rochester, 1970; PhD (economics),

University of Rochester, 1974.

Research Activities Behavioral economics and

finance; the psychology of decision making.

Bernd WittenbrinkProfessor of Behavioral ScienceDiploma (business administration),

Berufsakademie Stuttgart, Germany, 1983;

MA (psychology), University of Michigan,

1991; PhD (psychology), University of

Michigan, 1994.

Research Activities Psychology of person per-

ception and social judgment, especially the

role of categorical background knowledge in

impression formation.


57

Roman L. WeilV. Duane Rath Professor Emeritus of AccountingAB (economics and mathematics),

Yale University, 1962; SM (industrial

administration), Carnegie Mellon University,

1965; PhD (economics), Carnegie Mellon

University, 1966; CPA, State of Illinois, 1973;

CMA, 1974.

Research Activities Financial accounting; foren-

sic accounting; regulation; financial

literacy and corporate governance.

George WuProfessor of Behavioral ScienceAB (applied mathematics), Harvard University,

1985; SM (applied mathematics), Harvard

University, 1987; PhD (decision sciences),

Harvard University, 1991.

Research Activities Decision making under risk

and uncertainty; behavioral decision making.

Mark E. ZmijewskiLeon Carroll Marshall Professor of Accounting;Deputy Dean for Part-Time MBA ProgramsBS (management), State University of New York,

Buffalo, 1976; MBA special honors, State

University of New York, Buffalo, 1981; PhD, State

University of New York, Buffalo, 1983.

Research Activities Valuation; security analysis;

the effect of financial disclosures on capital

market participants and security prices.

The FactsFaculty and Research


58

Michael P. Polsky Center for EntrepreneurshipEstablished by energy industry entrepreneur MichaelP. Polsky, ’87, president and CEO of Invenergy, thePolsky Center brings together experiential learning,collaboration, and research focused on new ventureformation and development. Among its activities, thecenter sponsors the annual Edward L. Kaplan NewVenture Challenge business plan competition, whichhas led to the creation of 30 companies and $100million in funding over the past 10 years, and directsthe unique Elfman-Wareham Private Equity andVenture Capital Laboratory course, which pairsstudents with private equity and venture capitalfirms for internships.

James M. Kilts Center for MarketingFounded by turnaround guru James M. Kilts, ’74,the person responsible for reviving such brandsas Kool-Aid, Kraft, and Nabisco, the Kilts Centersponsors basic and applied research in marketingas well as innovation in the GSB marketing curricu-lum. The center annually funds $10,000 tuitionscholarships for second-year students and in 2005established 10 marketing fellowships, which provide$50,000 over two years as well as a mentoringrelationship with a senior marketing executive.

Becker Center on Chicago Price TheoryThe interdisciplinary Becker Center on ChicagoPrice Theory, founded by Richard O. Ryan, ’66,supports analysis and research conducted by leadingprofessors at the University and the GSB into therole prices play in the fundamental functions of aneconomic system. The center is directed by StevenLevitt, author of the bestseller Freakonomics, whowas hailed by Time magazine as one of the mostinfluential people in the world.

Center for Decision ResearchResearchers at the Center for Decision Researchstudy the processes by which intuition, reasoning,and social interaction produce beliefs, judgments,and choices—topics that have important applicationsin a range of contexts, including management,marketing, finance, and public policy. The centerconducts behavioral research studies, holds aweekly research workshop, and produces aresearch paper series.

George J. Stigler Center for the Study of theEconomy and the StateThe Stigler Center supports research on the effectsof political life on economic life and the reciprocaleffects of economic life on political life. Namedfor former faculty member George Stigler, the firstbusiness school professor awarded a Nobel Prize,the center publishes a Working Paper series andsponsors conference and guest speakers.

Center for Population EconomicsThe Center for Population Economics supportsresearch on demographic, epidemiological, andeconomic processes such as in chronic diseases,mortality, work levels, geographic mobility, intergener-ational transition of wealth, and more. The centeris directed by Nobel laureate Robert Fogel, Charles R.Walgreen Distinguished Service Professor of AmericanInstitutions, who teaches a course on ethics.

Center for Research in Security PricesAn integral part of the academic and corporateworld of financial and economic research, the Centerfor Research in Security Prices is recognized asthe leading source of the most comprehensive andaccurate U.S. historical databases available. CRSP’sclients include most of the top-ranked U.S. andinternational business schools as well as numeroustop firms worldwide.

Institute of Professional AccountingThe Institute of Professional Accounting coordinatesthe accounting activities in the Graduate Schoolof Business. The faculty develop a curriculum thatintegrates various fields of knowledge combiningaccounting and management. The institute publishesthe Journal of Accounting Research and sponsors anannual conference on research in accounting.

The Initiative on Global MarketsThe Initiative on Global Markets deals with themassive global movements of capital, products,and talent in the modern economy that havefundamentally changed the nature of business inthe 21st century. The initiative’s work focuses oninternational business, financial markets, and theroles of policies and institutions.

Research CentersChicago GSB is famous for groundbreaking research. A great deal offaculty research is conducted under the auspices of our research cen-ters, which in turn are a draw for recruiting top faculty. The centers alsoare a valuable resource for students and alumni.


59

Self AssessmentCareer Services assists students and alumniwith assessing their values, goals, and careerinterests, which allow them to successfullydifferentiate themselves.

Career Management ProgrammingCareer Services offers group and individual assis-tance on a variety of topics including: career strategyand change; creating compelling resumes and jobsearch correspondence; and effective interviewingand negotiating. Additionally, regular industry panelsoffer an opportunity for students to learn aboutoptions and network with industry experts.

NetworkingStudents and alumni can utilize the online ChicagoGSB Community Directory to research and contactalumni and fellow students in various functions andindustries. The directory is an excellent tool to beginconducting informational interviews and to networkwith professionals in fields and roles of interest.

Job PostingsCareer Services, along with the deans and manyother GSB constituencies, is actively engaged inemployer outreach and development. Thousandsof jobs from firms are posted annually—jobs thatspan a wide variety of functions, industries, levels,and geographies. In addition to postings fromcompanies that recruit from Chicago GSB, CareerServices posts search-firm listings for more seniorpositions. Students can elect to have both full-timepostings and search-firm postings emailed directlyto them.

Chicago GSB Select SearchExecutive MBA students who meet the eligibilityrequirements may participate in Chicago GSB SelectSearch, an online resume database service. ChicagoGSB Select Search is made available to recruitersseeking experienced MBA talent from the GSB.Currently, more than 500 employers use GSB SelectSearch for their hiring needs.

Fisher Career Resource Center (CRC)The Kenneth G. Fisher CRC is the center for careerand job related research at the GSB. Remote accessis available to a wealth of online databases. Thesefeature company information, job leads, industrydata, and compensation surveys. There are alsoseveral print resources including books and periodi-cals available on site. (Similar resources are availablein London and Singapore)

CareerCastThrough the CareerCast podcast series, studentsand alumni can hear experts discuss such topicsas making an industry or functional career change,managing employees, crafting their story, and takingthe entrepreneurial plunge. CareerCast also featuressuccess stories of Chicago GSB students and alumni.

Executive MBA students and alumniare supported by one of the top-ratedCareer Services departments of anybusiness school in the world.With offices in Chicago, London, and Singapore, Chicago GSB’sCareer Services is dedicated to fostering career development andcreating opportunities by building relations with employers. Whetherstudents and alumni are changing careers or looking to gain a com-petitive advantage in their existing fields, Career Services will workclosely with them to refine their goals and help them successfullynavigate their career development process.

We help students and alumni through each phase of career development.

The FactsCareer Services


60

Apply.The Executive MBA Program admits approximately 90 students to each programlocation (North America, Europe, Asia) each year. The admissions committee looksfor evidence of an applicant’s potential to succeed in a demanding program of studyand in his or her professional career. In addition to professional experience, previouseducational experience, and recommendation letters, we consider essays to learn aboutan applicant’s activities, goals, and interest in attending our program. In short, the admis-sions committee is trying to find a solid match between the applicant and Chicago GSB.

The Executive MBA program offers three rounds of deadline dates for applicationsubmission. All your application materials must be submitted by 5 p.m. (CST/Chicagotime) on the day of the deadline in order to be considered for an application round.For more information and deadline dates visit ChicagoGSB.edu/execMBA/deadlines.

For more information about our requirements, costs, financial aid,and upcoming events, visit ChicagoGSB.edu/execMBA.

Every effort is made to ensure that the information contained in this publication is accurate as of the date of its printing [July 2008]. The University of Chicago Graduate School ofBusiness reserves the right to make changes at any time without prior notice.

In keeping with its long-standing traditions and policies, the University of Chicago, in admissions, employment, and access to programs, considers students on the basis of individualmerit and without regard to race, color, religion, sex, sexual orientation, national or ethnic origin, age, disability, or other factors irrelevant to participation in the programs of the university.

©2008 The University of Chicago Graduate School of Business. All rights reserved.

The University of Chicago Graduate School of Business in the UKRegistered office: 1 Park Row, Leeds, LS1 5AB, United KingdomRegistered company number 5356589 Registered charity number 1108516

Produced by Chicago GSB Marketing. Principal Photography: Chris Strong. Additional Photography: Dan Dry, Matthew Gilson

Printed on acid-free paper containing 20% post-consumer fiber.


North AmericaThe University of Chicago

Graduate School of Business

450 North Cityfront Plaza Drive

Chicago, Illinois 60611

Email

[email protected]

Telephone

312.464.8750


EuropeThe University of Chicago


Woolgate Exchange

25 Basinghall Street

London EC2V 5HA

Email

[email protected]

Telephone

44(0)20 7070 2200


AsiaThe University of Chicago


101 Penang Road

Singapore 238466

Email

[email protected]

Telephone

65 6835 6482


08-520/8M/AN-RC/7-08

ON THE COVER

“Knowledge is confidence.I was in a very specialized field, and I’ve beenexposed now to many different people, situations,professions, and subjects. I have a much moreglobal perspective. When I walk into challengingsituations, I feel more prepared for what mightcome at me.”Rachel Lupiani, ’06Associate Director, The Carlyle GroupParis, France

InsideIt’s all about the idea. 3What sets us apart? 5Stretch. Challenge. Push. Question. 7

Pure Chicago 9

Accessible Experts 11

The Classroom Experience 13

A Team Approach

to Maximize Learning 15

Real-World Teaching,

Real-Time Application 17

Values for life. 19Preparation for All Possibilities 21

Proceed with Confidence 23

Alumni: Before and After 24

Community across continents. 27Taking Diversity to a

New Dimension 29

Chicago GSB People 31

Career Management 33

Companies Represented 34

Connections that count. 37Connect Now 39

Connect for Life 41

The Facts. 43International Exposure 44

Curriculum 50

Faculty and Research 54

Career Services 59

Apply. 60

Study with the schoolthat pioneered executiveMBA education.For more than a century, Chicago GSB has beenknown as an innovator in business education.

� FIRST to offer an executive MBA program (1943)

� FIRST to publish a scholarly business journal (1928)

� FIRST to offer a PhD program in business (1920)

� FIRST to award a PhD in business to a woman (1929)

� FIRST to establish a minority scholarship program (1964)

� FIRST business school to have a Nobel laureate on its faculty (1982)

� FIRST and only U.S. business school with permanentcampuses on three continents: Asia (Singapore), Europe (London),and North America (Chicago)

� FIRST business school with six Nobel Prize–winning faculty members(George Stigler, 1982; Merton Miller, 1990; Ronald Coase, 1991;Gary Becker, 1992; Robert Fogel, 1993; Myron Scholes, 1997)

99399 Cover.qxd:89961 Cover 8/13/08 12:11 AM Page 2

“Knowledge is confidence.”The Executive MBA Program Asia I Europe I North America

The University of Chicago Graduate School of Business CHICAGO LONDON SINGAPORE

TheUniversity

ofChicago

Graduate

Schoolof

Business

TheExecutive

MBAProgram

Asia

IEurope

INorth

America

Executive MBA ProgramAsia / Europe / North AmericaThe University of ChicagoGraduate School of BusinessChicagoGSB.edu/execmba

ChicagoGSB.edu/execmba

Meet students on [email protected]/xp

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