In January 2020, Prof. Omri Even-Tov and a team of Berkeley Haas students and alumni spent a Saturday preparing and delivering bagged lunches and hygiene kits to dozens of unhoused people living in Berkeley in Oakland. By day’s end, the 25 volunteers had delivered about 400 meals and 200 hygiene kits to the encampments.
“Our students and alumni walked into the [homeless] encampments with food and walked out with empathy and compassion for a population living amongst us, but seemingly invisible,” Even-Tov said.
Even-Tov is among 12 Haas teams who have received Berkeley Haas Culture Fund Awards over the past two years to work on projects ranging from removing trash from Berkeley streets to providing facilitator training to staff and students who want to lead race-related conversations.
Culture fund awards, which range from $1,000 to $5,000, are given to Haas students, faculty, and staff who come up with new initiatives or activities that promote and strengthen the school’s Defining Leadership Principles (DLPs) and have the potential to make a lasting impact on the school community, curriculum, or student experience.
The awards are administered by a group of faculty and staff–known as Culture Champions–and are made possible by Haas supporters who have donated more than $200,000 to promote the school’s DLPs. This will be the third year in a row in which Haas students, faculty, and staff can apply for grants.
With the help of the culture grant, Even-Tov and Haas volunteers were able to expand their reach and impact. In a span of a year, the group donated roughly 8,000 meals and 2,000 hygiene kits, half of which went to the UC Berkeley Food Pantry to support members of the Cal community.
“Haas volunteers went beyond themselves to help a community that may never be able to reciprocate, they questioned the status quo by refusing to accept the homeless epidemic in the Bay Area, they demonstrated confidence without attitude by showing humility and connecting with unhoused communities, and they embraced being a student always, constantly learning and evolving outside the classroom,” said Even-Tov.
Culture fund projects can have a short-term impact or jump-start an initiative that has potential to make a lasting impact.
“Think of the culture award as seed funding to launch a project,” says Jennifer Wells, program director of the Center for Equity, Gender & Leadership (EGAL), who applied for and received a $5,000 grant to create a database of diverse business cases called the DEI Case Compendium. The compendium includes 215 case studies with diverse protagonists and diversity, equity, and inclusion (DEI) topics.
“Our goal was to support professors at Haas and globally to easily identify DEI-related cases that can be used in their classrooms as well as support students who wanted to see themselves represented as business leaders in their curriculum,” Wells said.
Since publishing the compendium online last May, about 1,200 people have viewed the compendium.
Other Culture fund projects that have made a lasting impact include:
Haas Changemakers: Students enrolled in Becoming a Changemaker, an undergraduate and EWMBA leadership course taught by professional faculty member Alex Budak, are given seed funding ranging from $50-$75 to launch a small project, activity, or product that has the potential to create an impact on a local or global scale. Budak says these grants, which are given to support students’ final “Changemaker Projects,” are intended to “break down the barriers of taking action.”
Here@Haas Podcast: An offshoot of the OneHaas podcast, the Here@Haas podcast tells the stories of current students, staff, and faculty. Since going live in April 2020, the podcast has been downloaded 15,000 times in 50 countries. Podcast host Paulina Lee, EWMBA 22, said the podcast has been a boon to the Haas community. “I’ve gotten to know so many people that I don’t think I would’ve met had I not joined the podcast team,” said Lee. “I love hearing other people’s stories and I’m deeply moved when students tell me that our podcast persuaded them to come to Haas.”
If ever there was a year that called on all of us to embody the Berkeley Haas Defining Leadership Principles, it was 2020. It so happened that this tumultuous year also marked the 10th anniversary of codifying these principles, which have become deeply embedded throughout our school over the past decade.
This year, many in our community went beyond themselves to help those struggling with pandemic impacts, while others questioned the status quo, speaking out against racial inequities and violence against Blacks and African Americans. Others showed confidence without attitude in sharing expertise and skills to help small businesses or solve other problems related to the pandemic. And we were all reminded to be students always as we adapted to life online.
While 2020 challenged us in many ways, it also taught us that a global pandemic can bring out the best in ourselves and our community, and there is a lot worth recognizing—and even celebrating—as the year comes to a close. Here’s what we’ll remember.
Black Lives Matter
As waves of protests swept the country in response to the murder of George Floyd, Breonna Taylor, and Ahmaud Arbery, Haas community members spoke out publicly about violence against Blacks and African Americans, sharing deeply personal narratives of anguish, frustration, and devastation. “If you read no further, understand this,” wrote Marco T. Lindsey, associate director of Diversity, Equity, and Inclusion at Berkeley Haas, in a widely shared letter to the community. ”Black Lives Matter = if anyone kills a Black person, their punishment should be the same as if they killed someone from any other race.” Responding to BLM, students, faculty, and staff rallied together, leaning on each other for support. They raised funds to rebuild damaged Black-owned businesses and for racial equity organizations, and embarked on personal journeys toward allyship through campus study groups, anti-racist challenges for students and staff, and “Ask Me Anything” sessions.
Students stepping up
Among the notable 2020 projects were the Berkeley Community Business Partnership, led by Lokilani Hunt, MBA 22. As president of the group, Hunt led 60 MBA students who worked with local community groups to offer consulting support to small Bay Area businesses. Their work ranged from organizing a worker-owned cooperative for struggling restaurants to developing new financing pipelines for women-owned businesses to helping small grocers build their online presence and upgrade their payment systems. The effort builds on a project launched last spring by theSustainable and Impact Finance (SAIF) initiative at Berkeley Haas. Meanwhile, Peter Gallager, EWMBA 22, a member of the University Development & Alumni Relations fundraising team, helped raise $10 million in three weeks for a pop-up coronavirus testing lab at the Innovative Genomics Institute. Raising that kind of capital can take months or even years to accomplish in normal times. “I’ve never experienced anything like that, but these are unprecedented times and people are responding in unprecedented ways,” he said.
Janet Yellen nominated for Treasury Secretary
Berkeley Haas Prof. Emeritus Janet Yellen’s career has been brilliant, groundbreaking, and defined by a commitment to public service. Among her many accomplishments: She was the first woman to chair the Federal Reserve Board of Governors, she chaired the President’s Council of Economic Advisors, and she taught thousands of Berkeley Haas MBA and undergraduate students from 1980 to 2006. Now poised to become President-elect Biden’s lead economic advisor at one the nation’s most challenging periods, Yellen is expected to be a champion for all those facing the economic devastation of the pandemic.
Former Dean Laura Tyson, professor of the graduate school and her longtime close colleague, told the Financial Times that Yellen is driven by neither the “power” nor the “kudos” of the position. “She is doing it to serve the public, through the tools she has to understand economic issues.”
The passing of faculty greats
Nobel laureate Oliver Williamson, a pioneer of organizational economics, passed away on May 21 at age 87. Williamson, known to friends and colleagues as Olly, shared the 2009 prize in economics with political scientist Elinor Ostrom of Indiana University for his insight on the “make-or-buy”decision—the process by which businesses choose whether to outsource a process, service, or manufacturing function. “Williamson’s work permanently changed how economists view organizations,” said Prof. Rich Lyons, who was dean when Williamson won the Nobel. “Yet for all of his intellectual creativity, I most often think of Olly as a person who lifts others.”
Last month we also lost Prof. Emeritus George Strauss, who passed away Nov. 27 at age 97. An icon in the field of industrial relations who served as a professor from 1960 until 1991, Strauss helped establish Haas as an organizational theory powerhouse starting in the 1960s. He was a prolific researcher and top scholar of organizational behavior, unions, workplace participation, and comparative industrial relations.
The scramble to move online
On March 9, it was all-hands-on-deck after Chancellor Carol Christ announced the campus would suspend in-person classes to control the spread of the novel coronavirus. Haas had to move 270 classes online virtually overnight. Faculty members scrambled to adapt, with Haas Digital, graduate student instructors, and other staff working overtime to support them. Those with more experience online stepped up to help colleagues. The work continued all summer, as faculty and staff worked to re-imagine classes, learn online pedagogy, and pre-record asynchronous material, while Haas invested in new technology. Dean Ann Harrison commended the efforts. “After watching our faculty and staff move within 36 hours to online teaching when the coronavirus broke out, I believe there’s little that we can’t do virtually going forward.”
Financial creativity to save small businesses
The Haas School of Business and Berkeley Law came together to play a critical role in developing the State of California’s new fund to support small businesses devastated by the coronavirus pandemic. The California Rebuilding Fund, a new public-private partnership operated by the Governor’s Office of Business and Economic Development (GO-Biz), uses government capital to attract private lenders to offer low-interest loans to small businesses—particularly the smallest firms and entrepreneurs from communities that have been historically disenfranchised. Professors Laura Tyson and Adair Morse contributed their finance and policy expertise to the innovative design of the fund. “The state put many groups together to try to get the best of the best ideas,” said Morse, the Soloman P. Lee Chair in Business Ethics. “We all came together to try to optimize a plan for the people of California.”
Haas had a banner year for welcoming new leaders to the Dean’s suite, including Loretta Ezeife, chief financial officer; Howie Avery, assistant dean for Development & Alumni Relations; Michele de Nevers, in the newly-created position of executive director of sustainability programs, and Michelle Marquez, assistant dean of Human Resources. On the faculty side, nine new professors, including five women, joined Haas. The diverse, international group hails from Italy, Argentina, France, China, Canada, and California.
Pride in our big wins
Alum Collin Morikawa, BS 19, stunned the golf world last August by winning the PGA Championship, making history as one of the tournament’s youngest winners. Highlights from our many student competitions this year include a FTMBA team win at the Berkeley Haas Spring 2020 Tech Challenge, and a first-place FTMBA finish at the inauguralOxford Global Private Equity Challenge in March. Yashoraj Tyagi and Akshay Gupta, both MFE 20, took first-place wins in the Moody’s Analytics competition. And another team of MFE students won first place in theCitadel West Coast Datathon. Eugene Kim, Zhuoran Li, Zixuan Chen, and Chen Su, all EWMBA 23, won the inaugural John E. Martin Healthcare Tech Challenge.
For the second year in a row, Berkeley Haas awarded Culture Fund grants to students, faculty, and staff who’ve launched new initiatives that promote and celebrate the school’s four Defining Leadership Principles (DLPs).
The timing couldn’t be better, as this year marks the 10th anniversary of the DLPs: Question the Status Quo, Confidence without Attitude, Student Always, and Beyond Yourself.
The awards, which range from $1,000 to $5,000, are given to members of the Haas community who come up with new activities or projects that strengthen the school’s culture, can be implemented within the academic year, and have the potential to make a lasting impact on the school community, curriculum, or student experience.
“We’re thrilled to support our students, staff, and faculty who are going beyond themselves to drive our distinctive culture forward,” said Courtney Chandler, Haas’ chief strategy and operating officer. “We’re excited to see how these new initiatives will positively impact our community and beyond.”
Berkeley Haas’ Culture Champions—a group of faculty and staff who administer the awards—received 45 proposals, up from 29 the previous year, and awarded seven grants.
Here are this year’s Culture Fund Award winners and initiatives:
Assoc. Prof. Adair Morse, Katherine Baird, and Lokilani Hunt, MBA 22 for Investing in Small Businesses. This initiative expands the work of Haas’ Sustainable and Impact Finance Program (SAIF), supporting faculty, MBA students, and staff who are helping small businesses survive amid the pandemic.
CRB Faculty Co-chair William Rosenzweig and Kenzo Esquivel, PhD 25 (Environmental Science) for Edible Education 101. This existing Haas course will now be offered online to the Haas community and public. It explores the future of food systems and how to create a more ethical and sustainable food system.
DEI Director Élida Bautista and Eileen Ung, MBA 21 for Training for leading constructive conversations on race-related topics. The award will be used to provide training to staff and MBA students who want to facilitate race-related conversations.
Christine Jan and Justin Li, both EWMBA 22 for Haas Hearts. This initiative builds on a summer project led by the EWMBA Association’s VPs of social impact. Similar to case competitions, students organize into teams and provide consulting services to nonprofit organizations that need help with a specific problem or project.
Paulina Lee, Ray Guan, Nick Gerwe, Aravind Mamidanna, Runjini Murthy, Navya Chitimireddy, (all EWMBA 22); Kyle Cook, EWMBA 21; Adam Ward, Dharmik Patel, (both EWMBA 23); Sean Li, EWMBA 20 for the Here@Haas Podcast. The podcast shares the stories and perspectives of current MBA students, faculty, and staff.
Asif Muhammad, Danill Puskin, and Varun Kumar, all MBA 21, for SocratiQ. The app aims to encourage civil and engaging conversations among Haas students who want to explore issues related to race, gender, identity, or any issue that may evoke strong emotions.
Roy Peryea, MBA 22, for Community Cleanup. This is a student-led organization whose mission is to remove trash and recyclables from Berkeley’s streets.
Culture fund grants are made possible by a group at Haas supporters who have donated more than $200,000 to keep the school’s Defining Leadership Principles strong.
Two pioneering women in tech sales and broadcast television will serve as commencement speakers for the full-time, evening & weekend and undergraduate programs this May.
Laura Clayton McDonnell, MBA 85, a visionary sales executive who has held leadership roles at two of the world’s top tech companies, was chosen as speaker at the 2020 Full-time MBA and Evening & Weekend MBA commencement; Diane Dwyer, BS 87, former KTVU and NBC broadcast journalist, was chosen to speak at undergraduate commencement.
The MBA commencement will take place on Friday, May 22, 2020, at the Greek Theatre.
“We are so thrilled to welcome two successful female alumnae who represent our Defining Leadership Principles to speak at our commencements,” said Haas Dean Ann Harrison. “Laura questions the status quo as a business leader in so many ways and Diane, as a professional faculty member, is a student always.”
McDonnell, who is vice president of enterprise sales for management software company ServiceNow, was previously vice president of Microsoft’s New York region. Managing a team of more than 230 people, she was responsible for increasing sales revenue and expanding Microsoft’s influence in the region by building relationships with key stakeholders, such as New York City’s Department of Education.
McDonnell also piloted innovative programs such as Microsoft’s Tech Jobs Academy, an educational program that offers free tech training to underrepresented communities.
At IBM, where she previously worked for 11 years, she rose to vice president of strategic services for North America, before taking on a role as senior vice president of North America Sales at Aspect Software.
Dwyer, a professional faculty member at Haas who teaches Innovations in communications and public relations, has been a broadcast journalist for 25 years, reporting important stories from the inauguration of President Bill Clinton to the Oakland Hills Firestorm.
She began her career as an anchor and reporter at KXLF in Butte, Montana, in 1988. Two years later she and joined the KTVU-Channel 2 newsroom, where she launched and co-hosted the Morning Show on KTVU with Ross McGowan for several years.
She then moved to San Jose to become the weekend news solo anchor for NBC Bay Area. Her reporting won her two Emmy awards and other prestigious awards from the Associated Press and the National Academy of Radio and Television Artists. In addition to teaching, Dwyer runs her own consulting business, Dwyer Media Consulting.
A new Berkeley Haas program will give undergraduates the option of applying early for a coveted spot in the full-time MBA program and deferring for two to five years to gain the required professional experience.
Accelerated Access, which launches today, will be initially open only to UC Berkeley undergraduate and graduate students in their final year of study, with a plan to expand to students throughout the University of California system and then more broadly in the future. A kickoff event will be held on Tuesday, Jan. 28, in Chou Hall from 6-8pm.
“Accelerated Access is an innovative way for students to secure a seat in our MBA program, providing a way for them to pursue full-time work that aligns with their passions, with reassurance that they will be able to return to a top-ranked MBA program in a few years,” said Morgan Bernstein, director of strategic initiatives, who is spearheading the launch.
Reaching across campus
Under Accelerated Access, undergraduates will apply to the MBA program during the final year of their bachelor’s program. Successful applicants will gain conditional admission, and can enroll after a flexible two-to-five-year deferment period for professional experience.
Haas Dean Ann Harrison said Accelerated Access is another way that Haas is reaching across campus to offer new opportunities to students who previously might not have considered an MBA.
“We’re so excited to offer this program exclusively to UC Berkeley students this year,” she said. “We have so much talent here in the Berkeley community—and this is another way that we are cultivating and committing to that talent.”
Bernstein has been introducing the program across campus in recent weeks, and says the early response has been enthusiastic.
“We believe that this program will increase the diversity of our class, compelling students from a wide variety of academic disciplines to consider an MBA—from students in environmental science who want to pursue careers in sustainability to engineering students who want to complement their technical skills with a business foundation,” she said.
Application fee waived
There are two application deadlines in the pilot cycle: Thursday, April 2, 2020 and Thursday, June 11, 2020. The application process is similar to that of the full-time MBA program, with requirements including a resume, two letters of recommendation, two short essays, undergraduate transcripts, and either the GMAT or GRE standardized test. An interview will be required for admission.
Haas will waive the $200 application fee for UC Berkeley applicants this year and will be making up to five $100,000 scholarship awards to celebrate the launch as well as the 10th anniversary of the Defining Leadership Principles: Question the Status Quo, Confidence Without Attitude, Students Always and Beyond Yourself. Embodiment of the principles will be among the criteria that are considered for the awards.
Shaibya Dalal, who earned a BA in political science in 2011 from Berkeley and returned in 2018 as a full-time MBA student, said she couldn’t be happier that she chose Cal twice.
“The MBA culture at Haas is incredibly collaborative—whether you need notes from a class, advice for your start-up, or even help moving furniture, you can rely on Haasies,” she said. “My peers are kind, generous, open-minded, and intellectually curious. Constantly being around such brilliant people has challenged and stimulated me in completely new ways.”
For more information about the program please email email@example.com.
It was a big year at Berkeley Haas. We welcomed the school’s first new dean in more than a decade, continued our run in the top 10 in all rankings, and launched several new boundary-spanning programs. Our faculty broke new ground and were honored with numerous awards, and we also mourned the loss of several luminaries. The school was also recognized for its stellar sustainability efforts at our new building.
Going into the 2020, our culture—truly at the heart of Haas—will continue to take center stage. Here are a dozen of our highlights from 2019.
On January 1, former Wharton economics professor Ann Harrison “came home” to Berkeley to serve as the 15th dean of Haas. Harrison was a double major in history and economics at UC Berkeley before going on to earn a PhD in economics from Princeton. She also served as a professor of UC Berkeley’s Department of Agricultural and Resource Economics from 2001 to 2011, and was the former director of development policy at the World Bank.
Haas experts were in high demand to make sense of this fall’s unprecedented power shutoffs. Energy economists Severin Borenstein and Catherine Wolfram of the Energy Institute at Haas fielded a stream of questions from journalists after Pacific Gas & Electric determined it could not guarantee the safety of its lines and shut down power to hundreds of thousands of people, including the entire UC Berkeley campus.
Mark Rubinstein (above), a finance professor emeritus whose work had a profound impact on Wall Street by forever changing how financial assets are created and priced, died at 74. Raymond Miles, a former Berkeley Haas dean and professor emeritus whose leadership had a deep and lasting impact on the Haas campus and community, passed away at 86. Leo Helzel, MBA 68, LLM 70, an honored faculty member who guided the school’s first forays into entrepreneurship and was a dedicated and generous supporter of Haas for decades, died at 101. Rob Chandra, BS 88, a professional faculty member since 2013, taught courses on entrepreneurship and venture capital to both undergraduate and MBA students. He passed away in October at age 53.
Berkeley Haas is among the first business schools to receive a STEM (Science, Technology, Engineering, and Math) designation for its MBA programs. The designation makes all international graduates eligible to apply for an additional 24-month visa extension during post-MBA employment. All current international students studying on F-1 visas will be eligible to apply for the extension while they are in their first year of work authorization after graduating from the MBA program. “We anticipate that this will lead to expanded opportunities for our international graduates who pursue jobs incorporating business analytics, modeling, forecasting, and other skills developed through our program,” said Peter Johnson, assistant dean of the FTMBA program and admissions.
All Haas programs continued their run in the top 10 in all major rankings, with the full-time MBA program moving up to #6 in the U.S. in the U.S. News & World Report ranking—its highest ever. The FTMBA program was also ranked #6 in the U.S. by The Economist (#7 worldwide) and #8 in the U.S. by Bloomberg Businessweek. U.S. News ranked the Berkeley Haas Evening & Weekend MBA Program #2, the Undergraduate Program #3, and the Berkeley MBA for Executives Program #7. The Master of Financial Engineering Program was ranked #1 by The Financial Engineer, and #2 by QuantNet.
Our newest building officially became the greenest academic space in the U.S., receiving a WELL Certification recognizing its “strong commitment to supporting human health, well-being, and comfort;” a TRUE Zero Waste Certification at the highest possible level for diverting at least 90% of its waste from landfills; and LEED Platinum Certification for its architectural design, construction, and energy efficiency.
“My first priority is making sure that the students, particularly students of color, have the best experience possible,” said Porter, who previously served as CEO of media nonprofit Walter Kaitz Foundation, director of graduate programs at the Howard University School of Business, and as an assistant professor and faculty director at UCLA’s Anderson School.
The Sustainable and Impact Finance program aims to better position students to work in sustainable and impact finance as public fund managers or private equity investors, or in the startup world. It’s focused on three sectors: sustainable investment, impact investment, and impact entrepreneurship. Assoc. Prof. Adair Morse developed the new program with Prof. Laura Tyson, faculty director for the Institute for Business and Social Impact (IBSI).
10. Building campus connections with cross-disciplinary programs
We continued to embed our Defining Leadership Principles (DLPs)—Question the Status Quo, Confidence Without Attitude, Students Always, and Beyond Yourself—throughout the school. In January, the Berkeley Haas Cultural Initiative launched with a pioneering conference where executives from Facebook, Netflix, Zappos, Pixar Animation Studios, Deloitte, and other “culture aware” companies mingled with top academics from around the world. Separately, Haas supporters donated over $200,000 to distribute as grants for efforts aimed at keeping our DLPs strong. After reviewing 29 proposals from students, faculty, and staff, grant reviewers funded six projects and initiatives.
David Porter, Berkeley Haas’ new chief diversity, equity, and inclusion officer, believes in questioning the status quo—which happens to be his favorite Defining Leadership Principle.
“I’m not a ‘follow the rules’ kind of guy,” said Porter, who started his job July 15. But before he shakes things up, Porter is getting acclimated with the Haas campus and community, meeting with his team, and setting his priorities.
Porter comes to Haas from the Walter Kaitz Foundation, a media nonprofit, where he served as CEO. He’s also the former director of graduate programs at the Howard University School of Business and was an assistant professor and faculty director at UCLA’s Anderson School.
We sat down to interview him last week.
Tell us a little bit about your background. Where did you grow up?
I grew up in Kansas City, Kansas, although I was born in Nashville. Kansas City was a great place to grow up. It was a large enough city that you had access to all the city stuff, but it wasn’t so big that my parents had to worry about my safety. Of course, it was a different time, so as long as you were in by the time the lights came on, it was all good. My father was a pediatrician. My mother was an assistant dean at the University of Kansas Medical Center, where she ran the medical center’s diversity programs. I have one sister, who’s now a psychiatrist.
When did you first come out to California?
In 1981, I drove cross-country to attend Stanford, where I stayed for eight years. At Stanford, I was very active in the black community. In addition, I was elected president of the student body and later served as the chair of the student senate. These experiences helped shape my understanding of universities and honed my leadership skills. As a student activist, I was the guy who often stood in the middle working to negotiate creative solutions with the administration.
My experience as a leader helped prepare me to serve on Stanford’s University Committee on Minority Issues. This was my first opportunity to think strategically about how one might diversify an organization. The committee was created in response to student protests in the spring of 1987. Its role was to make a comprehensive review of the entire institution. We worked for two years to develop a report which made numerous recommendations, many of which were adopted. That’s where I developed a lot of the skills around exercising influence without authority which I still use to this day.
What drew you to this position at Haas?
What I was really looking for was an organization where I thought the leaders were serious. A lot of diversity roles are what I call “diversity eye candy.” These companies often hire individuals who will come in and make the organization look good, without making real change. When I saw this role, I said to myself, “Let’s go through the process and see.” And as I went through the process, it seemed like Haas was serious with the DEI action plan. The fact that Haas has responded so energetically to the issues raised was impressive. You don’t often see a dean and her senior staff say they’re going to take the next 30 days to dig into a problem and actually take specific actions to address it.
I think it outlined some great first steps. For example, it recognized that the admissions process has some inherent biases which needed to be addressed. It also made some quick changes that were critical to impact the incoming class and it identified additional resources, including the expansion of the DEI team. These efforts helped Haas to yield a critical mass of underrepresented students in the incoming class. It is my hope and expectation that these students will have a great experience which they will be able to share with future prospective students.
What are your first priorities here at Haas?
My first priority is making sure that the students, particularly students of color, have the best experience possible. I don’t want any of them to say, “Hey, this was a bad choice for me.” Part of that will be about meeting with them, being a good mentor, being a good resource. Another part of it will be working with my team to make sure that the environment continues moving in the direction that we’re going: to become more inclusive, to make sure that we put true meaning in the word “equity.”
I’d also like to get a better understanding of all the diversity activities going on at Haas. I’ve been amazed that in almost every conversation I’ve had, I’ve learned of another diversity initiative or an individual who has taken it upon themselves to do something to make this place more inclusive. I want to know what everyone is doing regarding diversity-related efforts and I’d love to create a big flow chart, because I think that we can do a better job of telling that story. I also think that better coordination could take place. All of those people who are doing that diversity work in addition to their regular day jobs—they are instant allies.
What are some of the things that can be done inside of the classroom?
There are lots of ways in which we can make a more inclusive experience in the classroom. For example, including more cases with diverse protagonists or covering diversity-related topics or bringing in more diverse guest speakers. Hopefully, over time as our students see a broader range of individuals who are successful leaders, their view of what a successful leader looks like will change.
Will African American enrollment increase this fall and do you think that will change the campus environment?
We don’t have the final numbers yet, but we’re definitely expecting to have more African American students on campus this fall.
Every class comes in with a different mix. You can never really predict who will step up early on as leaders. But I do think that when you have a more diverse group of folks, there are more ingredients in the mix, and if Haas does a good job of creating an inclusive environment where everyone can come in and feel like they can be who they are and contribute actively, it will be a great experience for everyone.
Constance Moore, MBA 80, a distinguished real estate veteran and volunteer board member for numerous organizations, will be honored with a Lifetime Achievement Award at the 18th annual Haas Gala on November 1.
The award recognizes members of the Berkeley Haas community who embody Haas’ Defining Leadership Principles and who have made a significant impact in their field and through their professional accomplishments. Moore is the eighth person to be given a Lifetime Achievement Award from Haas, and its second female recipient.
Moore is the former president and CEO of BRE Properties, a real estate investment trust that develops and manages apartments in highly desirable locales in the West. She’s been named to the Northern California Real Estate Women of Influence Hall of Fame and been noted multiple times as one of the Most Influential Women in Bay Area Business by the San Francisco Business Times.
Her volunteer leadership includes serving on the Haas Board and as chair of the Policy Advisory Board for Haas’ Fisher Center for Real Estate and Urban Economics. She has also taught generations of students as a guest speaker in numerous Haas classes. She serves on boards for many organizations, including the San Jose State University Tower Foundation, BRIDGE Housing Corporation, and the Urban Land Institute, among others.
Other alumni honored
Two other alumni will also receive awards at the Gala.
Paul Rice, MBA 96, the CEO and founder of Fair Trade USA, will receive Berkeley Haas’ eleventh annual Leading Through Innovation Award for his pioneering work making the Fair Trade movement part of the mainstream consumer and retailer experience. Rice found the common ground among underprivileged farmers and workers, discerning consumers, and retail brands that helps alleviate poverty and allows everyone along a supply chain to create positive social and environmental change.
His company has provided 1.6 million families in scores of countries worldwide with sustainable livelihoods, protected ecosystems, and offered millions access to healthcare and education. As a Haas Executive Fellow, Rice has inspired countless students to become social entrepreneurs and find solutions to society’s most pressing problems.
Anthony “Tony” Chan, BS 74, the owner and managing member of Worldco Holding, LLC, will receive the Raymond E. Miles Alumni Service Award in honor of his longtime volunteerism and leadership at UC Berkeley and the Haas School of Business. Chan served for 12 years on the University of California, Berkeley Foundation Board of Trustees and has served for many years on the Haas Board. He has provided leadership to Haas in a variety of areas, most recently in the board’s campaign to support the Dean Lyons Faculty Research Fund, which resulted in 100% participation.
Connie & Kevin Chou Hall has earned the third in a trifecta of green building credentials: a WELL Certification recognizing its “strong commitment to supporting human health, well-being, and comfort.”
The certification comes on the heels of two others the building has received over the past year from Green Business Certification Inc. (GBSI). It achieved TRUE Zero Waste Certification at the highest possible level and LEED Platinum Certification for its architectural design, construction, and energy efficiency.
“From the start of the Chou Hall construction project, we focused on building a student-centric academic space that reflected our school’s unique culture and how we value sustainable impact,” said Courtney Chandler, senior assistant dean and chief operating & strategy officer of the Haas School. “Being the first academic building to be WELL Certified, and the greenest academic building in the country, exemplifies our Defining Leadership Principles in action.”
“It’s particularly rewarding to cap off the building certification journey with the last of these three certifications,” said Walter Hallanan, BS 72, who has managed the Chou Hall project as well as the school’s Master Plan Project. “We’re breaking new ground with Chou Hall. It’s a significant achievement that sets an example for the Berkeley campus, particularly with regard to the LEED and WELL certification.”
Attention to many details
WELL Certified spaces are designed to improve the overall health of the people who use the building, by addressing areas such as nutrition, fitness, mood, sleep patterns, and performance of the building occupants. Design details include everything from the solar panels that provide energy to the building to the fact that as much outside air as possible is funneled into the building’s interior.
The WELL Certified credential is the culmination of literally years of detailed planning and design. “There are hundreds of requirements you have to comply with,” Hallanan said.
Certification officials toured Chou Hall for performance verification site visits in December 2018 and June 2019 to get a sense of the building’s environment.
“The level of detail and thought that went into the design and construction of the space and flow throughout Chou Hall contribute to the overall feeling,” Chandler said. “It’s not an accident that when people come to Spieker Forum—our top floor event space with huge windows and amazing views—they often say it feels like they’re in a tree house.”
An innovative funding model
Another novel aspect of the building was its funding model that enabled greater efficiency and cost savings. A private nonprofit fund, the Partnership for Haas Preeminence, chaired by Ned Spieker, BS 66; Walter Hallanan, BS 72; and former Dean Rich Lyons, BS 82, raised the donations and managed design and construction in tandem before donating the completed building back to the university last year.
Chou Hall is the core of the Haas Master Plan Project, which also included the new courtyard and the addition of cooling to Cheit Hall. The student-centered building includes classroom and meeting spaces, the state-of-the-art Spieker Forum event space, and a cafe at the courtyard level.
Chou Hall provided much-needed space at Haas, where enrollment has nearly doubled over the past 20 years.
It is named for Kevin Chou, BS 02, and his wife, Dr. Connie Chen, in recognition of their donation: the largest personal gift by an alum under the age of 40 in UC Berkeley’s history.
“I am proud of what we’ve accomplished,” Chandler said. “What I love hearing most is how the building makes people feel. That’s what people are going to remember.”
Berkeley Haas MBA students in the Class of 2019 were urged to be brave and embrace their power to make significant contributions to improve the world at Friday’s commencement.
The commencement was held under sunny skies at the Greek Theatre, where Dean Ann Harrison welcomed parents, friends, and family of evening & weekend MBA and full-time MBA students. “All of you have been transformed in some profound way. That is, after all, why you came here,” she told them.
Watch the video of 2019 MBA commencement.
Commencement speaker Patrick Awuah, MBA 99 and founder of Ashesi University in Ghana, told graduates the story of how he arrived at Berkeley Haas in his early 30s, with a new baby, having quit his job at Microsoft. He had a singular goal to prepare himself to start a successful university, and he built his plan for Ashesi during his entire time at Haas.
“Ashesi started here, and I recognize the fact that there are not many places where this could have happened,” said Awuah, whose school has grown from 30 to 1,000 students. “We all had hope that it was going to be a remarkable institution, but it has exceeded even our loftiest dreams…At Ashesi today I see echoes of Berkeley: In our classrooms and the curriculum that we teach and the values we share; in the open embrace of equitable access to the opportunity for learning and development. I see echoes of Berkeley in how our community works and in our corporate culture. I see echoes of Berkeley in Ashesi’s people and leadership.”
“Age 15, days before my birthday, on a bitter December night, my mom leaves for a tour in Iraq. I honestly don’t know if she will ever come back. When this feeling of powerlessness grabs hold of you, it is usually dark. And you’re typically alone. Your whole body clenches. Palms sweaty. There’s a tightening of your stomach as you realize there is nothing you can do.”
Jenkins said the transformation from powerlessness to power has many faces. “As a new graduate of the Haas School of Business, it has your (face),” she said. “And as a black woman who represents just 1% of her class, yet has the privilege of speaking on your behalf, it has mine. Right now, we have power. And with this power, we share an incredible responsibility to this world and to one another.”
Calling out classmates by name, Nancy Hoque, student speaker for the Evening & Weekend MBA Program, addressed why they were brave for different reasons: for risking it all in changing a career, for joining her in protesting the immigration ban at the San Francisco Airport, for traveling across the world to help Syrian refugees, and for organizing female students to wear white on their commencement caps to symbolize the strength and unity of women who completed the program.
“Yes, absolutely they were all brave, because bravery entails taking a chance,” she said. “Grabbing onto that door which is cracked open and, regardless of the obstacles and unknowns, walking through it.”
Full-Time MBA Program
Academic Achievement Award: Somiran Gupta
Full-Time MBA Defining Leadership Principle Awards:
Question the Status Quo: Tam Emerson; Confidence without Attitude: Somiran Gupta; Students Always: Mariana Lanzas Goded; Beyond Yourself: Matthew Freeman Hines; The Berkeley Leader Award: Bosun Adebaki
The Earl F. Cheit Award for Excellence in Teaching: Adair Morse
Cheit Award for Graduate Student Instructor: Margaret Fong
Evening & Weekend MBA Program
Academic Achievement Award: Eppa Rixey
Defining Leadership Principles awards:
Question the Status Quo: Tess Peppers; Confidence Without Attitude: Aimee Bailey; Students Always: Eppa Rixey; Beyond Yourself: Michael Toomey; The Berkeley Leader Award: Melanie Akwule
The Earl F. Cheit Awards for Excellence in Teaching: Prof. Ross Levine (for weekend program) and Assoc. Prof. Yaniv Konchitchki (for evening program)
Graduate Student Instructor: Zachary Olson for the Data & Decisions course
Education pioneer Patrick Awuah, MBA 99, founder of Ghana’s Ashesi University, will be welcomed back to campus this week as the 2019 MBA commencement speaker.
Commencement for both the Full-time MBA and Evening & Weekend MBA programs will take place on Friday, May 24, at 2 p.m. at the Greek Theatre.
Born and raised in Ghana, Awuah came to Berkeley Haas after attending Swarthmore College and working at Microsoft. His son’s birth inspired him to want to give back to his home country by establishing a new university that would offer a liberal arts education.
In past interviews, he has emphasized the need to teach through critical thinking rather than through rote memorization, which was the general practice in Ghana. His dream was to develop ethical and entrepreneurial leaders who would go on to revitalize Ghana and the African continent.
At Haas, Awuah turned his idea into a project through the International Business Development (IBD) Program. For several years, Berkeley MBA students helped build the business plan for Ashesi University, and Haas faculty served as advisers. Classmate Nina Marini helped Awuah launch Ashesi in 2002 in a rented facility with just 30 students. Today, Ashesi has a new 100-acre campus outside Accra with an enrollment of more than 1,000 students who hail from 15 African nations. The school has more than 1,200 alumni.
“Patrick is an inspiring business leader who truly represents our Defining Leadership Principles,” said Laura Tyson, former Haas dean and faculty director of the Institute for Business and Social Impact. “We are very proud of all that he has accomplished and honored to welcome him back for commencement.”
In honor of Asian Pacific American Heritage Month, we’re featuring profiles and interviews with members of our Haas community.
Twenty years after founding 180 Snacks, a healthy snack company he started up in his kitchen, Michael Kim, EMBA 20, decided to seek a formal business education. His goal was to leave his $30 million company in good shape for his children.
Kim, who arrived in the U.S. from Korea as a child and attended UCLA as an undergrad, launched 180 Snacks in 1998 for personal reasons. He wanted to feed his four kids an alternative to the sugar-packed Twinkies, Hostess donuts, and candy bars that he grew up with. The trick was making his snacks not only healthy but delicious. Today, the Anaheim-based company’s products—organic Almond Square Crunch, Pistachio Squares, Nut & Seed Crunch, and the latest, the Skinny Rice Bar—are sold online and at big retail chain stores including Costco, Trader Joe’s, and CVS.
We spoke with Kim about his childhood as an Asian immigrant, the hurdles he faced, and why he enrolled in the Berkeley MBA for Executives Program.
Where did you grow up and what was your experience growing up Asian in your community?
I was born in Seoul, Korea, and lived there until I was 10 years old, when my parents emigrated to Southern California. I lived in many places as a kid, usually in the rougher area of Los Angeles. We were a typical Asian American family. My parents went through tough times, working 12 hour days, carrying multiple jobs, and they finally managed to own and operate a small beauty supplies shop. Growing up in America was tough, mainly due to racial discrimination, but I was determined to make the best out of the cards I was dealt.
Did you learn about Asian American history at all in school?
No. When I came to the U.S. in the early 1970s, as many Asian families did, Asian history wasn’t of interest yet in schools. As part of the first wave of new immigrants, my parent’s priority for their children was to assimilate by making sure we learned English and adapted to American culture quickly. They believed that was the expressway to college and the guaranteed path to success in America.
You have four children in their 20s. Was their upbringing different from yours?
They were all born in the U.S., so their first language, unlike mine, was English. They grew up in Southern California, surrounded by a large Asian population, so it was very competitive—in fact, too competitive—so we moved to Mission Viejo, California, to give them a more normal childhood. My two sons have since graduated from university (UC Irvine and UC Berkeley) and I have two daughters who are still in school (at Wellesley College and UC Riverside). My children understand about 90 percent of spoken Korean, but they can only speak about 40 percent. They’re working on it!
Why is that important to you?
As a Korean American, I believe that understanding the mother language and ancestry is of paramount importance. I want my children to know that they are 100% American and, at the same time, they are 100% Korean. We take many trips to Korea and to many other Asian countries so that the Asian heritage is ingrained in their identity, alongside their pride in being American. I am the 29th generation of the Kim family and I want my children to be proud to be the 30th generation, and for their children to be the 31st generation of the Kim family.
How did 180 Snacks break into Costco?
It started in the Fall of 1998 when I approached the regional Costco buying office, at a time when being an Asian American and selling to the mainstream U.S. market was not so well received. When I got there, they saw a young Asian fellow and said, “Delivery is in the back.” They assumed I was a delivery guy because I wasn’t white. However, after the meeting with the buyer and some trial sales, my product was well received. The real shocker came when the buyer gave me a whole truckload for an order, which was impossible for me to fulfill. My journey into the world of Willy Wonka’s snack factory had become real.
What brings you back to get an MBA after running a successful business for years?
With my company, I did everything instinctively. I came back here to see if I did it right—so this is more of a confirmation for me. My sons Timothy and Eugene are now training with me to be the company principles. But we’re a small family that sells to major chains so I want to make sure that when I leave this company everything is set up the way it should be. At Berkeley Haas, I am wearing different shoes than the rest of my cohort. So many people here want to be entrepreneurs and live the American dream. I hope that my experiences encourage future entrepreneurs, and that I can be a reference and share my experiences. This is just one small way I can give back.
Who are your Asian heroes?
I read a lot of Confucius and Taoist teachings growing up. The teachings of these great teachers share many similarities with our Berkeley Haas Defining Leadership Principles: Question the Status Quo, Confidence Without Attitude, Students Always, and Beyond Yourself.
Raymond Miles, a former Berkeley Haas dean and professor emeritus whose leadership has had a deep and lasting impact on the Haas campus and community, passed away on May 13 in Albany, California. He was 86.
Miles is credited with growing the school’s thriving alumni network, securing a campus that invites community, and hiring prestigious faculty members who have included two Nobel Laureates. As a scholar, he was a trailblazer in strategic management, defining human resource management styles commonly taught today.
“Ray Miles was an outstanding scholar and a visionary leader. He helped build the fields of organizational strategy and innovation at Berkeley Haas and around the world,” said Former Dean Laura Tyson, distinguished professor of the graduate school. “He represented all of the stakeholders at Haas—the students, the faculty, the alumni, and the business community, and he began the planning and fundraising process that enabled the move of the Haas School to its new complex. He dedicated his professional life to our community and we will miss him.”
Crash course in management
Born in Cleburne, Texas in 1932, Miles got a crash course in business management when he was just 22. Attending the University of North Texas (UNT), he paid for his BA in journalism by working nights for the Gulf, Colorado & Santa Fe Railroad. There, he said, he learned hard lessons about how managers should best supervise their employees—and how they shouldn’t. Those musings led to a lifetime of inquiry into strategic management, making Miles an early pioneer in thinking about how companies could align their strategies with the goals they were trying to accomplish.
After marrying Lucile Marie Dustin in 1952, and training and serving as an Air Force pilot, he earned an MBA at UNT and then a PhD at Stanford on a scholarship. Eventually, he landed in Berkeley, where he embarked upon a 50-year career in research that helped to crystalize the concept of strategic management. He put his leadership teachings into practice as dean in the 1980s.
The emergence of human resources
When Miles first arrived at Berkeley as a new professor in the Organizational Behavior and Industrial Relations group in the fall of 1963, the concept of strategic management was in its infancy. His 1965 Harvard Business Review article, “Human Relations or Human Resources?” led managers to think differently about how to utilize people in their organizations.
“Ray was one of the early contributors to the idea of human resources as a strategic function,” said James Lincoln, the Haas Mitsubishi Chair in International Business and Finance Emeritus, who worked with Miles at Berkeley’s Institute of Industrial Relations. “Instead of thinking about employees as personnel, he put forth the notion that human assets are as important as the financial and physical assets of a company and need to be managed in a strategic way. Of course everyone thinks that now, but back then, it was new.”
In the next decade, Miles studied how organizations could improve, eventually developing his breakthrough 1978 book, Organizational Strategy, Structure, and Process, written with his former student Charles Snow, PhD 72. They argued there were three distinct types of successful companies, each with its own management style: prospectors, defenders, and analyzers (and one unsuccessful type, reactors). Once a company figured out which class it belonged to, it could design its management structure and processes accordingly. Furthermore, the authors wrote, companies could change over time in response to their environments.
The book has become a classic in the management strategy field and is still regularly cited.
In later research, Miles continued to explore new concepts in the field of management strategy, creating the notion of “fit” that would help companies determine the best company strategy and how to create their structure and process accordingly. “That underlying idea of having the right strategy and structure for the market environment is still front and center of what every business school teaches in MBA courses on strategy and organizational design,” said Glenn Carroll, a former Haas professor who now teaches at Stanford.
Building campus and community
Miles proved the validity of his management strategies as dean of Haas between 1983 and 1990. His tenure started at a time of crisis for higher education, with both federal and state funding slashed. At the same time, the business school was bursting at the seams, cramped into Barrows Hall with several other departments. Berkeley’s chancellor, however, was reluctant to include a new building for the school in its capital campaign.
To manage the crisis, Miles expanded the school’s advisory board with dozens of business people who urged the school to raise money for a new building by itself. Miles commissioned former Berkeley architecture chair Charles Moore to design a new building on the site of the old campus hospital that could create community and serve as a bridge to the rest of the university. Moore’s elegant model, with interconnected buildings around a central courtyard and arches connecting it to campus, helped sway the administration. With the help of former dean Earl “Budd” Cheit, Miles secured what was then the largest gift in UC Berkeley’s history to build it.
At the same time, Miles helped grow the Cal Business Alumni Association (now known as the Berkeley Haas Alumni Network) into an active, thriving community and hired the school’s first full-time development director to increase outreach to alumni and bring the vision of a new building to fruition. By the time Miles stepped down in 1990, plans were well underway for the building, which broke ground in 1992 and opened in 1995.
During his time as dean, Miles also boosted the school’s academic potential and prestige by helping to expand the faculty. He doubled the number of endowed chairs to 24—then about a fifth of the Berkeley campus total—recruiting such luminaries as Nobel Laureate Oliver Williamson.
Miles also advanced the field of business education by supporting new programs to build on the school’s unique interdisciplinary heritage and blending of research and application, which he described as “theory-based professional practice”. The Program in Organizational Strategy focused several disciplines’ research on strategic decisions facing organizational managers. The Program in Entrepreneurship and Innovation focused on the process of developing a business plan and the broader issues of how technological and economic innovation is stimulated or stunted. And the Program in International Competitiveness focused on the need for new strategies in a rapidly changing global economy.
Miles also believed that the business school should not be an island, isolated from the community around it. In 1989, he started the Boost@BerkeleyHaas program—formerly known as the East Bay Outreach Program and then Young Entrepreneurs at Haas (YEAH)—to bring local high school students from families who traditionally hadn’t gone to college to Haas to learn about business and entrepreneurship and get comfortable on campus. The program just celebrated its 30th anniversary. It serves about 140 young people annually, and the overwhelming majority go on to college.
A “powerful people-developer”
Former Dean Rich Lyons, the William & Janet Cronk Chair in Innovative Leadership, credits Miles with having a huge influence on him and other Haas leaders.
“Ray was an important mentor to me, and a powerful people-developer more generally. You always had the sense that he had your best interest—and the school’s best interest—at heart. It’s hard to get more ‘beyond yourself’ than Ray,” Lyons said, referencing one of the school’s four Defining Leadership Principles.
Prof. Candi Yano, associate dean for academic affairs and chair of the faculty, noted that until quite recently, Miles continued to come into the office nearly every day and was continuing to publish research articles on organizational strategy and innovation. “He leaves a remarkable legacy,” she said.
In honor of the significant impact Miles has had on Berkeley Haas, the Cal Business Association created the Raymond E. Miles Alumni Service Award in 1990. This award is presented each year to an alumnus who exemplifies superior volunteer leadership.
Miles is survived by his daughter Laura (Jim), sons Grant (Patti) and Ken (Amy), brother Don (Jodi), and seven grandchildren: Justin, Michael, Nathaniel, Anthony, Sarah, Courtney and Brooke. He was predeceased by his wife Lucile in 2014.
A memorial service will be held at the Unitarian Universalist Church of Berkeley on Saturday, June 15, 2019 at 2:00 p.m.
“Classified” is a series spotlighting some of the more powerful lessons faculty are teaching in Haas classrooms.
Nearly 40 students poured out of the Chou Hall elevators on a recent morning on a strange mission: to find ways to get rejected in less than 15 minutes.
One student told a passerby it was her birthday. “Could you sing ‘Happy Birthday’ to me?” she asked. Another offered to swap his jacket for a person’s laptop. Yet another went from table to table at Café Think, asking for bites of food.
The exercise may sound like improv, but it’s just part of Haas Lecturer Alex Budak’s new undergraduate course called Becoming a Changemaker. The course aims to inspire and empower future leaders with the mindset and tools to make a positive impact on the world—a mission that includes learning to overcome fear of failure by confronting it head-on.
“If you seek to do anything innovative or meaningful in your life, you’re inevitably going to fail along the way,” Budak said. “It’s one thing to intellectualize failure, but it’s another to feel it personally. How often do we hold back asking for something because we’re sure we’ll fail when in reality we may not? We’re failing even before we try.”
Turning panic into confidence
The rejection exercise is just one example of how Becoming a Changemaker tries to upend traditional notions of leadership. In follow-up interviews, students described how a near sense of panic turned to newfound confidence as they practiced asking for something and not getting it.
“It was one of the most powerful educational experiences I’ve ever had,” said Nye Avilla, BS 20, who overcame her fear of asking people if she could borrow their umbrellas. Despite getting rebuffed time and again, she basically realized it was no big deal to ask. “By being more open to failure, I know now that I can be a better leader and a better individual.”
The students were also struck by how many strangers agreed to their outlandish requests, because it reminded them that people do want to help and that their own reticence can be inhibiting.
“Outdated notions of leadership tell young people to wait their turn; to wait for permission to lead,” Budak said. “But while leaders might be scarce, leadership is abundant. We can all lead positive change from wherever we are, whether we’re an intern or a CEO. Leadership is not a title; it’s an act. This course reflects the Haas commitment to building a different kind of leader.”
That’s why the Haas Defining Leadership Principles—Question the Status Quo, Confidence Without Attitude, Student Always, and Beyond Yourself—are woven throughout the course curriculum, he said.
The sum of “small, daily acts”
Students say the course has fundamentally changed how they think about leadership and has transformed how they see themselves in the world.
Sarika Saksena, for example, was 14 years old when she launched a nonprofit, Ujala, that has taught more than 1,000 women in India how to make and sell candles to gain financial independence. Despite her success and experience, the self-described introvert says she never thought she had what it takes to succeed as a leader.
“Before this class, I believed, like many others, that successful leaders are always extroverts, outspoken, bold, and dominating,” said Saksena, a freshman who plans to apply to Haas. She said Budak has taught her that leadership instead requires, among other things, humility, trust in yourself and others, a collaborative team spirit, and the resilience to “fail forward” after taking calculated risks. She sees leadership now as the sum of these small, daily acts that are within anyone’s reach.
Adeel Cheema, a senior computer science major who will work as a software engineer at Facebook after he graduates in May, said he didn’t know what leadership in a culture meant before taking the course. “Now I know how to lead culture,” he says.
Budak gives students many opportunities to put what they learn into practice. Throughout weekly two-hour sessions, students break into groups to discuss the topic at hand—including, for example, the role of corporate cultures on change—and their own experiences with it.
Budak’s teaching approach is to help all students recognize their capabilities as changemakers, which involves many techniques. When students arrive in class, they’re greeted with classic songs about change by the likes of Tracy Chapman, Bob Dylan, and Sam Cooke, and written quotes from some of history’s greatest changemakers. His “Changemaker of the Week” exercise gets students to select a favorite change agent and present on how course frameworks and theories apply to their impact. For their final projects, students will work in small teams to identify a positive change they want to make on campus, in the community, or even globally, and develop a strategy for achieving it.
“A dream come true”
Budak says his commitment to fostering changemakers is deeply personal. In 2010, he co-founded the social enterprise StartSomeGood, which has helped over 1,000 people in 50 countries raise over $10 million to launch and scale new social ventures. He joined Haas in 2016, first as the founding executive director of the former UC Berkeley Center for Reinventing Leadership, and then as the director of the Berkeley Haas Global Access Program. Becoming a Changemaker is Budak’s first foray into teaching and, he says, a decade-long dream come true.
“In a world where the only constant is change, our companies, our communities, and our world are yearning for changemakers who can not just survive change but can leverage it to improve lives. These students give me so much hope for the future.” he said.
Ibrahim Balde, BS 20, said the course has opened his eyes to the leader he wants to be and has helped him gain confidence. Balde, who is active in student organizations such as Faces of African Muslims and Black Collectivism for California Students, came to Haas with visions of one day helping disadvantaged groups find economic empowerment.
Balde said the class, with its focus on putting lessons into practice, has been a welcome balance to courses in microeconomics and other technical business subjects.
“This class allows me to think about my mission and purpose and to understand that leadership isn’t a defined trait,” Balde said. “It’s a series of actions, a conscious effort every day to do the right thing.”
Leo Helzel, MBA 68, LLM 70, an honored faculty member who guided the school’s first forays into entrepreneurship and was a dedicated and generous supporter of Haas for decades, passed away Thursday, March 21, in his home, surrounded by family. He was 101.
Helzel’s history at Haas includes a series of firsts. He taught the business school’s first entrepreneurship class—one of the first such courses offered at a U.S. business school. He was also the first chair of the Haas School Board, which advises the dean, and the first Haas instructor to be honored with an “adjunct professor emeritus” title upon retirement in recognition of his nearly forty years of service.
Helzel was instrumental in establishing the school’s entrepreneurship program. In addition to teaching, he provided the funding to endow the Leo B. and Florence Helzel Chair in Entrepreneurship and Innovation in 1986. He worked closely with then-Dean Richard Holton to create the business school’s Lester Center for Entrepreneurship and Innovation, which opened in 1991.
“Leo was one of those people who changed the game whenever he was around, raising standards and pushing people to reach for more together,” said Professor and former Dean Rich Lyons, who worked closely with Helzel on the board and beyond. “He taught me a lot. It’s hard to imagine a stronger exemplar of our school’s defining leadership principles.”
Helzel was born in New York City on November 1, 1917, to Philip and Hannah Helzel; he had two older siblings, Sylvia and Max. His parents had immigrated from Podhajce, a shtetl that was part of the Austro-Hungarian Empire, before World War I. He graduated from Townsend Harris, a tuition-free honors school for the City College of New York. He then worked full-time at his uncle’s accounting firm, Gerber & Landau, while attending ROTC and night classes at City College, graduating in 1938.
Called up to serve during World War II, Helzel flew as a navigator on Navy planes and served as a navigation flight instructor. His home base was the Alameda Naval Air Station, and after the war he stayed on in Oakland, launching several successful careers—as an accountant, a lawyer, and an entrepreneur.
In 1946, Helzel founded Leo B. Helzel & Company, now called the RINA Accountancy Corp., in Oakland. Aspiring to become a lawyer, Leo took night classes at Golden Gate University while also teaching tax and accounting there. In 1957, he decided he wanted to concentrate on law full time and left the firm as a partner, but remained as a client. He eventually took a risk on new technology for drilling oil wells and was successful in that arena as well.
Helzel began sharing the knowledge acquired during his multiple careers when he began teaching international business at Berkeley’s business school in 1967. While teaching, he decided to get an MBA, and upon completing the program at age 51 joked that he was “probably the oldest MBA in the books.” He went on to earn his Master of Laws (LLM) from Berkeley Law in 1970.
In 1970, Richard Holton, dean at the time and a friend of Helzel’s, came up with the idea of creating an entrepreneurship course and hired him to teach it. Helzel initially presented a case about a fictitious startup, Miracle Goggles. He later invited entrepreneurs whom he knew to share their stories with his class. Interest in the companies emerging in Silicon Valley was so intense that the course soon had to be moved to an auditorium. The course may have been the first to provide students with direct contact with successful entrepreneurs, according to Business at Berkeley by Sandra Epstein.
“Leo was a thought leader decades ahead of others in bringing real business practices and live case studies into the classroom from the time he began teaching here in 1967,” said his former student Jerry Weintraub, BS 80, MBA 88, and president of Weintraub Capital. “As a depression-era child who came from humble beginnings, Leo took immense pride in Haas—the opportunity this public institution gives to students and the impact education can have on improving the lives of others. Leo has left a legacy as an incredible agent of change in education, philanthropy, and the community through his mentorship and friendship to those of us lucky enough to have known him as a teacher.”
Helzel also taught business law and commercial law at Haas, creating the course called Top Down Law with Adj. Prof. Noel Nellis, JD 66. The course taught business from the perspective of an entrepreneur who encounters legal problems.
“Leo was indeed a friend, mentor, and educational innovator. His leadership role in creating our entrepreneurship program is well known. More subtle perhaps, and one of his biggest innovations at Haas, was recruiting accomplished professionals to join our professional faculty,” said Jerome Engel, founding executive director emeritus of the Lester Center for Entrepreneurship and Helzel’s long-time faculty colleague. “We at Haas will benefit from his foresight, leadership, and generosity for generations. We will miss him. May his memory be a blessing to all of us.”
Helzel gave generously to the Haas School’s original campus that opened in 1995 and to its new building. In return, the Helzel Boardroom and a “Helzel Family” breakout room are named in his honor. He was also a Trustee for Golden Gate University and for the California College of the Arts, served on the board of BerkeleyLaw, and was active in several Bay Area nonprofit organizations.
He is survived by his loving family—his wife of 72 years, Florence; his two children and their spouses, Larry Helzel (Rebekah) and Deborah Kirshman (David); grandchildren Rachel Concannon (Jason) and Daniel Kirshman, MBA 2011 (Jennifer); great-grandchildren Riley and Jacob Concannon and Sienna and Skylar Kirshman; great-nephew Zachary Pine; and several other family members with whom he maintained close relationships.
A private family service has been held.
Contributions in Helzel’s memory may be made to the Magnes Collection of Jewish Art & Life, UC Berkeley, 2121 Allston Way, Berkeley, CA 94720-6300; givetocal.berkeley.edu/magnes.
Berkeley Haas raised just over $605,000 during Big Give last Thursday, more than any other school or program, during the 24-hour campus-wide online fundraiser.
Notably, the overall number of gifts to Haas increased by 34 percent this year, rising from 600 to 806 and giving among faculty and staff grew by almost 50 percent to more than 108 donors.
“We saw a sizable jump in the number of people giving this year,” said Tracy Mills, executive director of strategic campaigns in Development & Alumni Relations. “This year, we focused on participation and getting the word out to everyone in our community. As a result, hundreds of alumni, faculty, staff, and students were inspired to give during the day. It was exciting to watch the gifts come in and see Haas climb to the top of the campus leaderboard.”
The school received $79,500 by unlocking the Haas School Board Challenge, earned if at least 400 gifts were made to the Haas School of Business Fund during Big Give.
Big Give launched in 2014 to give the entire Cal community—alumni, parents, students, faculty, staff, and friends—the chance to come together to support favorite schools and programs, and to help those schools and programs win prize money.
Overall, UC Berkeley received 14,094 gifts this year totaling $4,201,378.
Be open to risk, embrace adversity, and go beyond yourself were inspiring messages delivered to 69 students in the Berkeley MBA for Executives (EMBA) Class of 2018 who graduated last Saturday.
“We live in challenging times,” said commencement speaker Tootie Tatum, EMBA 15, CEO of Blackhawk Genomics. “There’s no shortage of tribalism, cynicism, or discord. You are truly empowered to change that tide in the world because if you don’t, who will?”
At a ceremony packed with students’ friends and family in Hertz Hall, Dean Ann Harrison praised the class for persevering through 19 months of a rigorous management and leadership curriculum—all the while managing demanding jobs, and maintaining active family and social lives.
“Many of you traveled long distances to take classes,” said Harrison, who presided over her first commencement as new dean. “This wasn’t always easy. Finding ways to balance all of these commitments is nothing short of remarkable, and we applaud you. After this, you can accomplish anything.”
Jessica LaBounty, chosen as the class student speaker, described the support that her classmates provided each other. “Our cohort family has become a new and powerful kind of mirror,” she said. “In this mirror, we have the opportunity to see ourselves not as our families see us, not as our work colleagues see us, and certainly not as we see ourselves. This Haas mirror has the remarkable ability of showing us who we are capable of being. This mirror, this faith we have in each other, is full of optimism and bravery.”
Together, the group experienced the Haas School’s unique brand of experiential learning, which comprises 25 percent of the curriculum. At the heart of this EMBA format are five immersive learning experiences led by Haas faculty on location: leadership communications in Napa, applied innovation in San Francisco, entrepreneurship in Silicon Valley, business and corporate social responsibility in Copenhagen, and policy in Washington DC.
Distinguished Teaching Fellow Veselina Dinova received the Earl F. Cheit Award For Excellence In Teaching for her instruction.
“In (the course) Financial Information Analysis, Veselina made the fine print of financial statements come alive with her infectious enthusiasm for this characteristically dry topic,” Jay Stowsky, senior dean of instruction, said before presenting the award.
The award for outstanding graduate student instructor went to Auyon Siddiq, who was the GSI for Prof. Lucas Davis’ Data & Decisions course.
Stowsky also delivered the Valedictorian Award to Jim Griffin. “Our valedictorian award goes beyond celebrating the student with the highest GPA,” he said. “It also celebrates the student who excels in an intense and accelerated environment. Not only did Jim excel in the program—he encouraged others to excel as well.”
The ceremony included Haas’ Defining Leadership Principles Awards, which went to Michael Guimarin (Question the Status Quo), Kate Mansalis & Ron Sasaki (Confidence Without Attitude), Jim Griffin (Students Always), and Laura Hassner (Beyond Yourself). A 5th Principle award, for embodying all four principles while always choosing graciousness, went to Wendi Chiong and Brian Tajo.
Tatum, who holds a PhD in biomedical sciences and has made her mark in genomics, urged graduates to be open to risk, and welcome adversity with open arms. But she also noted that there’s a safety net available to them if they fall.
“Know that this Haas fellowship that you are now a part of is for a lifetime,” she said. “Everyone here who has come before you, we are really your safety net.”
Harrison closed the ceremony with a reflection on Martin Luther King Jr.
“Think every day about how you can go beyond yourself,” she said. “In the words of Dr. Martin Luther King Jr., whose birthday we celebrated on Monday: ‘Life’s most persistent and urgent question is: What are you doing for others?'”
Chris Larocca and Trevor Buehlchaired this year’s EMBA student campaign, raising almost $60,000 to support faculty and student excellence at Haas.
A plan to build an inclusive new small-format Target store in Oakland netted a Haas undergraduate team a first-place tie with the host school at The National Diversity Case Competition (NDCC). The 8th annual event was held at Indiana University’s Kelley School of Business Jan. 18-19.
The Team: Team captain Claudia Diaz, BS 19, Kiara Taylor, Alec Li, and Frances James, all BS 20. The team’s advisor was Mary Balingit, assistant director of admissions & outreach for the undergraduate programs, and the undergraduate lead for inclusion & diversity. Faculty coaches were Haas Lecturers Steve Etter and Krystal Thomas, along with Erika Walker, assistant dean of the undergraduate program.
The Field: 168 undergraduates from 42 business schools around the country, competing for a total of $20,000 in prize money.
The Challenge: Choose a neighborhood and develop a strategy for the location, design, and merchandising of a new small-format Target store, as well as address ways to help the community integrate Target into their neighborhood. Target asked the students to consider community engagement, marketing, the supply chain, delivery options, finance & logistics, and diversity & inclusion.
The team’s plan: To build a small-format Target in downtown Oakland, called The Town’s Target, with a locally-owned café to be operated by a local food entrepreneur. The cafe would double as an incubator—a residency program that would allow that local entrepreneur to build clientele and develop an exit strategy to launch a business at the end of two years, at which time a new entrepreneur would take over the café. The café would include a mural painted by an Oakland artist collective, and a community space for local social justice organizations to meet. Electronic lockers in the store would house customer’s hot lunches or purchases and be accessible to people with disabilities and farmer’s market produce would be delivered daily, along with locally sourced products, like coffee, chocolate, and apparel.
What made them winners: Storytelling, originality, and depth of content. Competition judge Zain Kaj, CFO of GE Global Supply Chain at GE Healthcare, said the team’s ideas were “creative and delivered with passion and a genuine sense of inclusion and celebrated what the weekend was all about.”
The competition provided the perfect platform for the team “to showcase how we’re living our culture out loud,” Walker said. “The Defining Leadership Principles were in full effect and I’m so proud of the team for its authentic approach and positive energy. It’s a well deserved win!”
James opened the team’s 15-minute presentation in a unique way—with spoken words.
Oakland The land of culture, the home to change The Brown Berets carried the torch for Chicano freedom Black Liberation ignited The voices of Malcolm X and Angela Davis heard loud and clear—they called for more Oscar Grant killed, a flawed police force at fault Black Lives Matter, they yelled, Black Lives Matter! Tupac preached about changes, America needs change Said forgive but don’t forget, always keep your head up All of these voices came to form the Oakland we know But it has become so much more…
Li designed a stunning visual presentation, with collages representing Oakland’s rich history. “We hit every emotion,” he said. “We made them laugh, and made them cry.” Taylor had great command and presence in the room, Balingit said.
The secret sauce: Diaz’s slow and steady delivery of her personal story of growing up in a low-income community in South Central Los Angeles—a food desert, she said, where your choices were either “McDonalds or Jack in the Box because there were no fresh strawberries or apples.” A Haas senior and a social justice warrior, Diaz served as team captain, and “the person who had to rally everyone together,” Taylor said.
The Haas Factor: Questioning the status quo. When the students read the case they boiled it down to one word: gentrification. Then they focused on Oakland, and how gentrification has impacted the city. That led them on a tour of Oakland with Balingit, where they drove past shuttered mom and pop stores and discussed the homeless problem and how lower income people were priced out. They decided that every aspect of their case must prioritize inclusion and the needs of the community. The approach was very “Berkeley,” Balingit said, referring to the focus on social justice.
Most memorable experience from the competition: A standing ovation from the crowd. “We could not get out of that building when we were done,” Taylor said. “We were literally held back.” At that moment, James said, “we knew we had made an impact.”
The students got to bring their whole authentic selves to the competition, Balingit said. “They brought such a fresh, innovative and risky approach but still won the hearts of everyone there,” she said. And another fun outcome: they all finish each other’s sentences now—and might just be friends for life.
Dean Ann E. Harrison will share her priorities for her first 90 days in a discussion with former Dean Laura Tyson to kick off the spring Dean’s Speaker Series next month.
The event, planned during the anniversary week of the Haas Defining Leadership Principles, will be held Tuesday, Feb. 5, at 12:30pm in Chou Hall’s Spieker Forum.
It’s the 9th anniversary of the principles: Question the Status Quo, Confidence Without Attitude, Students Always and Beyond Yourself, four phrases that have come to be widely associated with Berkeley Haas.
In conversation with Tyson, Harrison will share her vision for Haas, her take on the Defining Leadership Principles, and her leadership approach.
Harrison began her tenure as Haas dean this month. The former William H. Wurster Professor of Multinational Management and Professor of Business Economics and Public Policy at the University of Pennsylvania’s Wharton School, Harrison has a deep Berkeley history. She earned her bachelor’s degree from UC Berkeley with a double major in economics and history in 1982. She also served as a professor of Berkeley’s Department of Agricultural and Resource Economics from 2001 to 2011.
A Q&A will follow the talk, which will be posted after the event on the DSS web page.
Registration is required for the free event, which is open to the Haas community and invited guests.
Doors will open at noon and a light lunch will be served.
Upcoming events in the Dean’s Speaker Series include:
Laurene Powell Jobs
(First Annual Chris Boskin Deans’ Speaker Series in Business and Journalism)
A conversation with Laurene Powell Jobs, Founder and President of Emerson Collective
More than 100 senior business leaders and top scholars from around the world gathered at the Haas School last week to kick off the Berkeley Haas Culture Initiative, which will explore the role of culture and its impact in and across organizations.
The inaugural event was a two-day conference that brought together executives from Facebook, Netflix, Zappos, Pixar Animation Studios, Deloitte, Maersk, and other “culture-aware” companies with academics from a wide range of disciplines, including economics, anthropology, sociology, and psychology.
The initiative is the brainchild of Prof. Jennifer Chatman and Assoc. Prof. Sameer Srivastava of the Haas Management of Organizations Group, who aim to build a community of researchers and practitioners interested in how culture affects everything from hiring to promoting to the bottom line of corporate performance and strategic success.
“We invited a set of organizations that are already devoted to thinking about culture and asked them to explain the problems they are having on the ground, and we invited top academics to offer up a set of approaches to studying culture,” said Chatman. “What we are interested in is developing a shared research agenda to address some of the challenges we haven’t yet been able to solve.”
Launching the Berkeley Haas Culture Initiative
The Berkeley Haas Culture Conference was the first in what Chatman and Srivastava say will be an ongoing series of events, interdisciplinary research collaborations and industry partnerships, as well as communication exchanges on best practices. The idea was to start by taking stock of a field that has become increasing fragmented as it has expanded, Srivastava said.
“Economists study culture, psychologists study culture, and sociologists study culture—all in different ways,” Srivastava said. “At the same time, companies are developing innovative practices related to culture, and it’s often hard to disentangle what works and what doesn’t. We wanted to bring everyone together to start a conversation.”
Haas Dean Ann Harrison welcomed conference attendees by highlighting the school’s commitment to its own distinctive culture.
“You don’t have to be here very long to realize that we at Haas believe that our culture is what really sets us apart,” she said. “If we ask our students why they chose to come here, most say ‘We came here because of the culture.’ And they all refer to our Defining Leadership Principles.”
UC Berkeley at the center of organizational culture research
Attendees noted that UC Berkeley has long been a leader in the study of organizational culture. “It’s really appropriate to have a conference like this here at Berkeley,” said Michael Morris, a cross-cultural psychologist and professor of management at Columbia University. Much of the classic work on organizational culture and cultural sociology came out of the university, he said.
Chatman and Charles O’Reilly, a Haas professor emeritus now at the Stanford Graduate School of Business, are pioneers in the field (both are Haas PhD alumni). Influential work has also come out of Berkeley’s anthropology, sociology, and psychology departments. More than two dozen Berkeley faculty members—including a dozen from Haas—were among those in attendance at the conference.
New data, new methods
Over two days, more than 100 invited attendees tackled a breadth of issues around organizational culture. Academics described their latest research with an emphasis on how data and new research methods, such as using computational approaches and unobtrusive culture measures of culture, are opening up opportunities for companies to better understand how their overall culture—and subcultures within departments or teams—affect their organizations.
For example, researchers are analyzing words used in employee emails for signs of cultural fit among individuals. They can use apps to unobtrusively capture group conversations or obtain video from body cameras. They’re also looking at historical data, such as folklore in pre-industrial countries, to better understand modern social norms. Social media platforms such as Glassdoor, too, have become a rich source of data.
“What is amazing about the papers presented here—and what is very different from 20 years ago—is the quality of the research, the use of lab and field studies, the use of archival data and ethnographies, and the use of sophisticated measurement techniques,” O’Reilly said.
Challenges on the ground
For their part, company speakers spoke candidly about the challenges around culture they are confronting as their businesses evolve, whether through mass hiring, mergers, new business strategies, or changes in leadership.
“Every time we add employees or a group of employees, our culture shifts,” said Inyong Kim, the vice president of employee experience at Adobe, who described how and why the company abolished formal performance reviews in favor of the “ongoing check-in.”
Ever-changing cultures was a theme echoed by others. For Deloitte, the question of how to transition a 150-year-old company for the future meant embracing “courage” as a key cultural value and embedding the attribute throughout the firm, said Jen Steinmann, Deloitte’s chief transformation officer. “Our three tenets of culture are the need to speak openly, support one another, and act boldly,” she said.
Bethany Brodsky, VP of talent for Netflix, talked about the enormous challenges that came with the company’s massive hiring spree after it launched simultaneously in more than 130 countries three years ago.
“When you have all these new people, how do you transmit [your] culture?” asked Brodsky. A word like “feedback,” she noted, doesn’t always translate. “It Russian, it translates closest to ‘criticism,’” she said.
Jennifer Cook, MBA 98 and the CEO of cancer detection startup Grail, said her experiences at six companies of varying sizes over 15 years have taught her that culture is a key leadership tool. “What I’ve realized in looking back is that there were any number of organizational themes and challenges that I had faced, and our teams had faced, for which culture was the relevant solution,” she said.
Seeds of a shared agenda
Bob Gibbons, a professor of organizational economics at MIT’s Sloan School of Management, said he is pleased that the culture initiative’s goals match his own agenda of nudging his field in an applied direction. In his case, that means addressing the question of “How can an economist help a fixed set of people collaborate better together?”
“People in the world know that culture is a thing and that it matters, and they are looking to us for help,” he said. “There’s an enormous academic opportunity, and it’s super important to do it across a whole bunch of disciplines that are represented in this room. I loved hearing that part.”
Founding sponsors of the Berkeley Haas Culture Initiative include Goldman Sachs, Adobe, Deloitte, Maersk, Spencer Stuart, and the UC Investments Office.