Amrit Chavada, far left, takes time to relax with some of her One-Year MBA classmates.
By Amrit Chavada
It’s been three months since the Kellogg One-Year MBA class of 2016 stepped onto the Evanston campus, and it has been an intense and fun experience.
After spending a summer taking core classes together on campus, we joined the incoming two-year MBA class for KWEST across various locations around the world. An important part of the KWEST tradition is that participants are not allowed to reveal information about their past. There were other fellow 1Y students on our trips, and having spent the summer together, we already knew each other. It was great fun pretending to not know each other and have our KWEST groups think we were a part of the incoming Two-Year batch!
After a short break, we just resumed our fall quarter classes in Evanston and will now be taking various electives depending on our individual interests and goals.
It was a little over a year ago when I was researching about one-year MBA programs. While you may have various professional and personal reasons for choosing a one-year or two-year MBA, here are some of the unique features of Kellogg’s One-Year MBA program that may be considered while trying to navigate though the decision.
Photo courtesy of Betsy Ziegler’s Twitter account (@DeanZ_Kellogg)
By Nikita Sunilkumar
It’s a statistic that has floated around since orientation and pre-term, but I think it bears repeating: the Kellogg class of 2017 has a record percentage of female students, and at 43% of an incoming class of 492, those students are poised to make a big impact. I had a chance to feel this impact quite viscerally when I walked into the Allen Center a few weeks ago for the first annual Women’s Welcome Event hosted by the Women’s Business Association (WBA).
Second-year student Rohan Rajiv is blogging once a week about important lessons he is learning at Kellogg. Read more of his posts here.
We started our second year with a one week pre-term course on Leading and Managing Crises. We discussed responses to multiple crises – both good and bad. And, as I was on the lookout for a new crisis to apply my learning, Volkswagen appeared in the news for what has to rank among the dumbest decisions of all time.
How Volkswagen thought they could get away with a program that cheats the emissions test is anyone’s guess. But common sense isn’t very common, and this is a good illustration that groups of people in “good” companies can make some really bad decisions.
A framework we used for discussing crisis response was called “The Trust Radar.”
Source and Credit: Reputation Rules by Prof. Daniel Diermeier
The rationale behind the framework is that crises are not just disasters that need to be managed. Instead, they need to be viewed as turning points: manage them well, for example, and you could win significant trust. In all star examples of crisis management — the 1980s Tylenol crisis or the 2005 Southwest crisis when a plane slid off the ice, crashed into a car and killed a 6-year old boy — leadership scored high on each of the four components of the trust radar.
MMM student Miles Warmington presents his poster to Urban Gateways Marketing Associate Anna Joranger.
By Emily Weinstein
Answer this: What is design to you?
That’s a pretty open-ended question, but that’s Professor Erin Huizenga’s intention when she asks her 60 MMM students the first day of class.
In Communication Design, Huizenga exposes students to the basic elements of graphic design and visual narrative. Students experiment with grids, typography, color theory, Gestalt principles and visual framework. Huizenga stresses the importance of knowing the fundamentals first.
“You have to learn the rules of the road, then you can play with them and make them your own,” Huizenga said.
The famous American Economist, Frank Knight said, “Profit is the reward for taking risk.” Dr. Knight argues that profit and risk are intertwined. In seeking profits, we must therefore seek risks that are attractive.
That is how Kellogg students are introduced to Risk Lab, an experiential learning course that allows students to examine the attractiveness of risk in a real-world investment decision. Last year, the course examined the opportunities and challenges facing Cuban entrepreneurs.
The students worked with the Cuba Study Group, which released its full report based on the students’ findings this summer.
Carlos Castillo, who was one of the students in the course and graduated in June from Kellogg’s One-Year MBA program, took some time to talk about what he learned from the experience.
By Emily Gipple
As I stood at 4 a.m. in the stairwell of an apartment building in China trying to email a minute-long video via a horrendous WiFi connection, I thought, “This will never work.”
The video, taken in selfie mode on my cell phone, was of me attempting to compress five years of thought and research into one compelling minute. I had to email the piece as my application to speak at the upcoming TEDxNorthwesternU conference, which I had just heard of that day, and the directions stipulated that all applications had to be received the previous day.
My cover email vaguely blamed my late submission on time zones and begged that I still be considered, but after the organizers’ email systems wouldn’t accept the large file, I sent one more desperate email to a general NU email address, gave up, and went to bed.
A few weeks later, I was genuinely shocked when I found out that I had been selected to present. As you may know, TED conferences present “ideas worth spreading.” Like many of you, I have been edified and moved by TED talks. I’ve always loved the idea of giving a talk, and it just so happened that when I heard about the conference at Northwestern, I had something to say.
This is a friendly reminder that our deadline for Round 1 applications is quickly approaching. To be considered for Round 1, please submit all application materials by 5:00 p.m. (CT) on Tuesday, September 22.
If you submit your application for Round 1, you will receive your admissions decision on December 16.