Educating leaders for business and society

The Yale School of Management seeks students who care deeply about addressing the problems afflicting our world. We equip them with the knowledge, the resources, and the networks to pursue ambitious and positive change—whether that takes the form of launching a business that can refashion its market, advancing far-reaching and rigorously considered policy initiatives, or steering a multinational corporation with keen awareness of and respect for its impact on workers, communities, and the environment.

Our mission to educate leaders for business and society is the organizing principle behind all of our activity, and a wellspring of purpose and inspiration for our community.

Learn more about how we prepare you to have an impactA leadership curriculum page 2Intellectual engagement with Yale University page 10Global outlook and connections page 16Leading faculty thinkers page 22A portfolio of degree programs page 28A network of accomplished alumni page 30

Learn to Lead

Look at issues from every angle to see the big picture. Find and act on the best ideas wherever they appear.

There’s no simple tool kit for leading in a fast-changing and highly connected world. Yale’s integrated approach to business education draws on multiple academic disciplines and combines rigorous analysis with an emphasis on understanding the broader context for organizational decisions. The result is leaders with the vision and ability to guide their organizations in ways that create benefit for the broader society.

66 Learn to Lead

Join a community of purposeful and intellectually curious students, faculty, and alumni.

Learn to approach complex challenges and create values for multiple stakeholders—in any field or industry.

Lead with a clear vision of your values and personal mission.

Our Approach to Leadership

We’ll prepare you to lead on four levels

IndividualDevelop the skills and knowledge you need to approach new questions with analytical rigor. Cultivate the ability to give and receive effective feedback and gain self-awareness regarding your goals and leadership strengths.

TeamThe Yale SOM approach to building great teams helps you learn by doing. You’ll go through the process of forming and managing teams and seeing what works and what doesn’t—and then apply those lessons in the next team setting.

We’ll prepare you to lead on four levels

Global and SocietyTaking on global challenges—think climate change, financial stability, and inequality—requires thinking and ac-tion that crosses industries, sectors, and regions. The leaders who make a difference will create active connec-tions, whether with people across the world or across a negotiating table.

At Yale, you’ll learn to see organiza-tions as a whole, not as slices defined by function or geography. This ap-proach cultivates innovative thinking and an ability to engage with a wide range of stakeholders.

Organization

Yale School of Management 7

Disciplines Marketing

Operations

Finance

Organizational Behavior

Environmental Science

Economics

Accounting

Politics

Psychology

Innovator

The Global Macro-

economy

Investor

Customer

State and

Society

WorkforceOperations

Engine

Executive

Competitor

Sourcing and

Managing Funds

Organizational Perspectives

Courses

The Integrated Curriculum

8 Learn to Lead

At Yale, we teach foundational analytical tools that will enable you to bring rigor to decision making, as well as an ability to look up, see the overarching trends, and find the most valuable ideas and solutions, wherever they may arise. Our integrated approach to business education puts a premium on drawing on different domains of knowledge and seeking multiple perspectives on a question. This

fosters an ability to see the whole picture when making leadership decisions, and to create value for both your organization and your community. Across programs, we emphasize a rigorous approach to leadership development and structured practice and feedback in the art and science of building high-performing teams.

A Look Inside the MBA CoreThe Organizational Perspectives courses at the heart of the integrated MBA core curriculum reach beyond the boundaries of any single academic discipline to help you better understand how real organizations work.

Case Studies (2019)

The ExecutiveJames Choi Professor of FinanceLead faculty member for The Executive

“In the first-year MBA core, students are exposed to many different perspectives. The Executive class is about getting practice at integrating those perspectives and

choosing the right tools to analyze the problems at hand. We present students with complicated managerial situations, where they’ll discover that when it comes to the most important decisions for an organization, considering only one disciplinary perspective is rarely enough.”

Norway’s Pension Fund Global

Team MastercardRestructuring an organization to execute a new marketing strategy.

Ravi Dhar MarketingCydney Dupree Organizational BehaviorAmy Wrzesniewski Organizational Behavior

IllycaffèBuilding a market for quality coffee.

Ravi Dhar MarketingSang Kim Operations

Ant FinancialOnline financial services for Chinese farmers.

James Choi Finance K. Sudhir Marketing

Fondaco dei TedeschiConverting a historic Venetian building into a luxury shopping destination.

George Newman Marketing Paolo Zannoni M.A. ’87 Goldman Sachs

Northern PulpInvesting in a troubled paper company.

Heather Tookes FinancePeter Schott Economics

Palm OilCan NGOs, government, and palm oil makers protect the Indonesian rainforest?

James Levinsohn EconomicsSang Kim Operations

The Battle for EndesaGerman electric utility E.ON bids for Spain’s Endesa.

David Bach PoliticsJacob Thomas AccountingX. Frank Zhang Accounting

Norway’s Pension Fund Global Case Study

Should Norway’s sovereign wealth fund pursue active management investment strategies?

Olav Sorenson Organizational BehaviorAlexander Zentefis Finance

“The investment problem facing Norway’s Pension Fund Global requires understanding not only the research evidence on financial market returns, but also what is feasible to implement within the pension fund’s organizational structure and within Norwegian society.”

Yale School of Management 9

Take A History of Financial Market Fraud: A Forensic Approach with Jim Chanos, the short seller who uncov-ered the Enron scandal.

Take Mastering Influence and Persuasion with Zoë Chance, a marketing professor and behavioral economics researcher.

Take Behavioral Economics: Tests and Applications with Shane Frederick, a leading researcher in the field.

Or take courses from anywhere across Yale University, ranging from art history to zoology.

Take Global Financial Crisis with Professor Andrew Metrick and former Treasury Secretary Timothy Geithner.

Take Interpersonal Dynamics with Heidi Brooks, who has helped develop leaders at major global organizations.

Make your choiceAccess expertise across disciplines by taking any of more than 100 Yale SOM electives.

10 Learn to Lead

Take Financing Green Technologies with Richard Kauffman, New York State’s “energy czar.”

Take World Financial History with William Goetzmann, an author of multiple books on the topic.

Take Sports Analytics with Edward Kaplan and Tobias Moskowitz, experts in operations research and quantitative finance, respectively.

Take Central Banking with William English, former director of the division of monetary affairs at the Federal Reserve.

Take Strategic Leadership Across Sectors with Jeffrey Sonnenfeld, the head of the school’s Chief Executive Leadership Institute, who brings in a cast of visiting CEOs.

Take Competition Economics & Policy with economics professor Fiona Scott Morton, who was chief economist in the antitrust division of the U.S. Department of Justice.

Many Yale SOM faculty work in areas that span multiple disciplines.

Consumer BehaviorYale SOM’s marketing faculty and its Center for Customer Insights bring together theoretical insights and practical knowledge on how customers form preferences, perceive brands, and make decisions about buying. Through the

Wide-ranging expertisecenter, students have the opportunity to work with companies to understand and address marketing problems.

Behavioral FinanceYale is a leading center for behavioral finance, which draws upon psychology in seeking to understand how and why individuals make irrational financial decisions and the impact

of such decisions on the financial markets. This broadminded approach informs many of Yale SOM’s finance courses, beginning with the core Investor course.

Systemic RiskDuring the financial crisis of 2008, Yale SOM’s faculty provided important insights to policymakers on the causes of the crisis and its

historical context. In the wake of the crisis, the school created the Yale Program on Financial Stability, which coordinates academic work on understanding and responding to financial crises and disseminates that work to regulators around the world.

More from our faculty on page 22.

Yale SOM is an environment where you’re regularly pushed to explore different perspectives. It expands how you see the world.

In the integrated curriculum, we looked at an organization not just through the lens of a particular discipline, but through the perspectives of the different stakeholders. That broad perspective helps you realize that decisions aren’t so straightforward. Once you actually put these different lenses on, you realize how many different factors have to play in for you to move forward as a leader.

It’s evident in the classroom discussions too. You can see people from the nonprofit space bringing out certain aspects of the discussion, and people from the financial sector bringing out different aspects, and neither is right or wrong. They’re bringing different perspectives to the same issue.

Rakesh Saha ’19

Yale School of Management 11

Connect with a Great University

The challenges faced by global and ambitious organizations exceed the abilities of any individual. At Yale SOM, we engage closely with our home university, leveraging the expertise of the world’s best scientists and thinkers. That sort of engagement is how you build powerful organizations and accomplish more than any individual can alone.

Expand your range of knowledge and team up with experts across disciplines.

OldCampus

Yale University

Art GalleryYale Gallery

of British Art

MemorialChapel

ConnecticutHall

School of Art

7

Ch

apel S

treet

College Street

High Street

York Street

Temple Street

Park Street

Howe Street

It’s a pillar of a Yale SOM education: the belief that students benefit from access to all of the other schools and programs at Yale. This conviction is reflected in the fact that students can take as many electives as they choose in other schools and departments at the university. And most do: upwards of three-quarters of master’s degree students take electives outside the School of Management.

Since Edward P. Evans Hall opened in January 2014, the school has become a university-wide hub for engagement, discussion, and activity.

• More than 1,400 Yale students from outside SOM took SOM courses in 2018–19. In many cases, those students were sitting alongside MBA, MAM, GBS, and Systemic Risk peers and working together with them on group assignments.

• More than 10% of the most recent MBA class is pursuing a joint degree, and these dual-focused students bring connections across campus with them to Evans Hall.

• In social settings, through student organizations, and in class, SOM students connect with their smart, ambitious counterparts around the Yale campus.

Connect with Yale University

14 Connect with a Great University

Carlos PenaMBA ’19

“I wanted an understanding of all the decision-making factors a leader may come across. There is a constant feedback loop between business, policy and politics, and social structures, and we can’t make effective decisions without being informed by all three. Having a basic understanding of law and global affairs gives me a clearer picture of what must be done to effect change and drive positive development in our world.”

Global Affairs 1 LeadershipGlobal Affairs 1 History of the PresentLaw 5 Law and Sociology

How four Yale SOM students pursued their professional and personal interests through Yale University electives.

Yale courses

1

School of

Management

5SterlingMemorial

Library

New Haven Green

Grove Street Cemetery

Science Hill

Cross Campus

Beinecke Library

School of Forestry & EnvironmentalStudies

Jackson Institute for Global Affairs

Law School

BattellChapel

Harkness Tower

PeabodyMuseum

of Natural History

IngallsRink

WoolseyHall

4Sociology

Department

Elm

Street

Wall S

treet

Grove S

treet

Church Street

Orange Street

Whitney Avenue

Prospect Street

Hillhouse Avenue

Trumbull S

treet

European & Russian Studies

3

2Anthropology Department

6School

of Drama

Yale School of Management 15

Paul BashirGBS ’19

“Visual Storytelling allowed me to talk with people outside of SOM and get exposed to a different way of thinking. The Four Conflicts class at the Jackson Institute for Global Affairs provided a deep insight into complex geopolitical conflicts. I had a personal interest in Four Conflicts—I worked as a paramedic in Austria in 2015, when many refugees from Syria came to Europe.”

Drama 6 Visual StorytellingGlobal Affairs 1 Four Conflicts: Iraq, Syria, Yemen, and Afghanistan

Afiq Mohd NasirMAM ’18

“When I saw the course Innovation in Government and Society, I knew it would complement the rest of my curriculum. That course gave me a great understanding of how you get governments to invest—how you incentivize them to innovate and how you get them to engage the public better.”

Law 5 Citizenship in CrisisAnthropology 2 Urban Ethnography of AsiaEuropean and Russian Studies 3 Case Studies in Russian Foreign PolicyGlobal Affairs 1 Innovation in Government and Society

Yennie LeeMBA ’18

“Having worked in a creative field, I had always wanted to learn the craft and skills of visual design, but never had the time or access to learn them properly. I took three semesters of graphic design at Yale School of Art and, though I had anticipated learning practical skills in using software or sketching, I found that I learned more essential skills in the creative process that complemented my business education. Taking courses in graphic design helped me understand how utilizing a creative process can yield new insights, discipline, and rigor in my work.”

Art 7 Introduction to Graphic Design; Graphic Design Sociology 4 Sociology of Markets

The Program on Entrepreneurship acts as a hub of entrepreneurial activities for Yale SOM and the broader university, bringing people together around an array of programming.

As the largest source of entrepreneurial curricular development at the university, the program offers more than 20 courses, including Entrepreneurship and New Ventures, Startup Founder Practicum, and Management of Software Development and Teams. These classes draw students from within the School of Management and across campus and are tuned to support students who are creating high-tech, high-growth ventures, as well as those creating sustainable, nonprofit, or mission-based ventures.

Housed in the Honest Tea Entrepreneurial Suite, the program provides space for students to work together on their ventures and to connect with other entrepreneurs from across Yale. It hosts speakers with startup experience and facilitates engagement with visiting lecturers and fellows.

SOM students also benefit from entrepre-neurship initiatives around the Yale campus, including the Tsai Center for Innovation and Entrepreneurship at Yale (Tsai CITY), the School of Public Health’s Innovate Health Yale, the Landscape Lab, and the Center for Engineering Innovation and Design. These cross-campus initiatives collaborate each year to produce the Startup Yale pitch competition, where over $100K is awarded to student entrepreneurs. Yale SOM students are also eligible to apply for over $100K in summer awards and post- graduate fellowships each yea, and Tsai CITY supports student entrepreneurs through semester-long and summer accelerators, which provide students with funding and advice.

Case in point Entrepreneurship

16 Connect with a Great University

Yale School of Management 17

Convening YaleComing to Yale gives you the opportunity to get real-time updates from researchers breaking new ground in the sciences and the humanities. The Convening Yale series brings scholars from around the campus to speak with SOM students.

In November 2018, biologist Jonathon Howard visited Edward P. Evans Hall to discuss how cells organize themselves to create the diverse array of organisms that inhabit planet Earth. “This is the big question in biology at the moment,” he said. “How do you go from genes to us, as human beings?”

Literature scholar Amy Hungerford discussed the work of poet Wallace Stevens in a talk in March 2019. She highlighted Stevens’ thematic concerns, as well as his innovative uses of syntax and structure: “The poet’s job is to take materials, conventions, and his-tory, and push against them to make something new.”

A few weeks later, Mark Gerstein (pictured above), whose work bridges biophysics, biochemistry, statis-tics, and computer science, spoke about the ethical dilemmas that genomics researchers—and business leaders—face in working with big data. “There’s a compelling argument in medical research that we should amass gargantuan amounts of information,” he said. But using such data responsibly will require both technical fixes and new social constructs.

Extend Your Global Reach

The business world is both global and multidirectional, with growth and innovation coming from dispersed points of origin. Through our leadership in the Global Network for Advanced Management—composed of 30 top business schools worldwide—we are connecting more meaningfully with more regions and preparing students for a truly global future.

Connect with emerging regions and industries to stay at the forefront of business trends.

Key Programs

Global Network WeekStudents swap schools for weeklong courses. Held multiple times each year, Global Network Week gives students dozens of choices—including learning about the future of the EU in Spain, exploring sustainable

tourism in the Philippines, and traveling to Beijing for a primer on entrepreneurship in China. They mix with peers from many other Global Network schools, gaining perspectives from around the world.

Key ideas behind the Global Network’s approachGains from trade We all gain when the people with the most skill and expertise in an area share that knowledge. Each Global Network school has unique strengths that can be shared across the network.

Network effectsThe power of a network is related to the number of activated nodes it includes. Each school brings in thousands of talented students, faculty, and alumni.

20 Extend Your Global Reach

The challenge of working across borders has intensified, with new obstacles to trade and tensions between long-friendly nations. These developments make the need for leaders who can surmount those barriers to create shared value only more acute.

At the Yale School of Management, we are changing the model for global engagement by business schools, replacing one-to-one partnerships with a network approach and giving students a deeper understanding of what it means to think globally. Through the Global Network for Advanced Management we actively connect with top business schools in more than 20 countries, including both developed nations and emerging economies. The network serves as a platform for innovative programming, including both structured programs and self-directed initiatives, that engages students deeply and meaningfully with peers and experts in an unmatched range of markets and industries.

Global Network for Advanced Management

Global Network CoursesGet a global education, right in your living room. These virtual courses leverage the expertise of a member school—for instance, Hong Kong University of Science and Technology Business School teaches a course on fintech—while drawing top students from across the network. Teamwork is a key component of each course; in addition to learning from some of the world’s best faculty, students get practical experience in the kind of time-zone-spanning work groups that are a growing feature of today’s great organizations.

Global Network CasesBig problems span countries. Take the issue of deforestation caused by palm oil plantations. The farmers may be in Asia, but the companies using the product are headquartered in Europe, the U.S., and other countries, and the consumers are everywhere. Yale SOM and the National University of Singapore collaborated on a study of how one company, Golden Agri-Resources, negotiated sustainable palm oil standards with Greenpeace. The case fosters discussion of environmental concerns, finance, operations, politics, and marketing.

Asian Institute of Management The Philippines

SDA Bocconi School of Management, Bocconi University Italy

EGADE Business School, Tecnológico de Monterrey Mexico

ESMT Berlin Germany

FGV Escola de Administração de Empresas de São Paulo Brazil

Fudan University School of Management China

Haas School of Business, University of California Berkeley USA

HEC Paris France

Hitotsubashi University Business School, School of International Corporate Strategy Japan

Hong Kong University of Science and Technology Business School China

IE Business School Spain

IMD Singapore, Switzerland

INCAE Business School Costa Rica, Nicaragua

Indian Institute of Management Bangalore India

Koç University Graduate School of Business Turkey

Lagos Business School, Pan-Atlantic University Nigeria

National University of Singapore Business School Singapore

Pontificia Universidad Católica de Chile School of Business Chile

Business School, Renmin University of China China

Saïd Business School, University of Oxford United Kingdom

UBC Sauder School of Business Canada

Seoul National University Business School South Korea

Strathmore Business School Kenya

Technion-Israel Institute of Technology Israel

UCD Michael Smurfit Graduate Business School Ireland

University of Cape Town Graduate School of Business South Africa

University of Ghana Business School Ghana

Universitas Indonesia Faculty of Economics Indonesia

UNSW Business School Australia

Yale School of Management USA

Global isn’t just an option

Yale School of Management 21

Member Schools

At Yale, all full-time MBA students engage in a substantial global experience to fulfill the Global Studies Requirement. The options include Global Network Courses; Global Network Weeks; the International Experience, a course focusing on the study of business or society in a particular

country and culminating in a 10-day faculty-led visit to the country; a global project-based course, like Global Social Enterprise, in which students complete a consulting assignment for a social enterprise in a country like Brazil; or a semester-long exchange program.

22 Leading Insights

Leading InsightsPart of the value of attending a great business school is learning from faculty who have studied important topics with depth and rigor. Our connections to other schools at Yale and to the Global Network for Advanced Management extend your access across continents and fields of study.

William N. and Marie A. Beach Professor of Operations Research, Professor of Public Health & Professor of Engineering

There are a lot of opportunities for applying the operations research mindset to problems that might not be seen as primarily operational in nature. I’ve been looking at counterterrorism as a queuing process. A typical problem in queuing is to figure out how many servers you need—for example, staff in a call center—so you manage the tradeoff between not having too many customers waiting and not having excess idle capacity. When it comes to terrorism, the “customers” are the terror plots. The service time is the time to detect and interdict a plot. And the servers are the undercover agents you need.

The minute you start to think of it in queuing terms, you find models for a lot of questions which were very difficult to answer beforehand.

Can operations research help plan counterterrorism efforts?

Edward Kaplan

Yale School of Management 23

Professor of Management & Professor of Political Science

In the Department of Defense, they talk about leaders who will make the hard choices. I see a lot of companies that look at the world that way. Let me describe a different way of looking at technology and leadership, and that is, are these really the choices? Maybe I don’t have the right choices being presented to me, so any time I make the hard choice, I’m missing another choice that no one even presented.

One of the things we’ve learned in technology management is that the band of possibilities is usually much larger than what many leaders think, so they should spend more time doing what I call environmental scanning—finding out what the important trends are and what other people are doing. When it comes to a big technology investment, don’t automatically accept the alternative that somebody gives you. Spend a lot more time asking yourself, are these really the alternatives?

How should companies invest in technology?

Paul Bracken

Edward Kaplan

Professor of Organizational Behavior

You don’t have to go into nonprofit or philanthropic work to find meaning in your work. In fact, research has shown that regardless of the kinds of work people pursue, they are likely to see it as primarily a job, a career, or a calling, in which the focus of their work is making money, attaining advancement, or the fulfillment experienced through work that they feel makes a contribution to the greater good. From finance to the arts to medicine, those who view work more in terms of a calling enjoy greater satisfaction with their work and lives overall, regardless of their job. Further, we find that people introduce changes to the design of their jobs to add or drop tasks and relationships that enable them to find greater meaning in their work—even when the job is done under highly controlled conditions that would seemingly make such moves impossible.

How can I find meaning in my work?

Amy Wrzesniewski

24 Leading Insights

Edwin J. Beinecke Professor of Finance and Management Studies

Finance today has a terrible name. We see attacks on the world of Wall Street, and discussion about corrupt financiers and the great inequality that finance has brought about. There’s a sense that if we could just manage to live without it, we’d all be happier.

But history shows that that’s not true. Complex society—civilization—is something that’s been built on complicated financial tools. If we go all the way back to the origins of these complex societies—all the way back to the ancient Near East and ancient China—what you see is, in order to live in a society with a lot of people together in urban society, and in order to have a world where we can plan so that everybody has enough to eat, you have to have financial tools.

I like to think of finance as a time machine—you can’t move yourself through time but you can move your money through time. A simple loan is something that transcends the immediate world we live in and forces us to imagine a world in the future.

Do we need finance?

WilliamGoetzmann

Theodore Nierenberg Professor of Economics

The economy’s changing all the time. We used to have typewriters and buggy whips and bicycles, and now we have handsets and social media sites and credit cards. To enforce the antitrust laws in the modern economy, you have to move the ball forward. You have to try applying the law to a new set of products—explain how competition works, explain where the harm to competition might arise or is arising, explain how a merger would harm competition.

There are parallels in today’s economy to the end of the 19th century when the antitrust laws were written: rising income inequality, corporate profit clearly manifesting itself in the political process. And that makes citizens uncomfortable; their democracy is not working in the way that they would like it to work. I think many ordinary citizens and advocacy groups are saying, “Shouldn’t competition enforcement be a really important component of public policy today?”

Is antitrust enforcement out of date?

Fiona Scott Morton

Professor of Finance

A leverage-induced fire sale requires two pre-conditions. First, a number of investors or financial institutions have to borrow a lot relative to the amount of equity or cash that they put in, and second, there has to be a maximum leverage limit. A negative shock can trigger the highly leveraged investors to sell assets so that they don’t hit their leverage limits. As they sell more, prices keep falling, so they have to keep selling.

We studied the Chinese stock market crash in the summer of 2015. It was actually quite similar to the 1929 U.S. stock market crash. Both were fueled by unregulated margin trading that was not directly observed or monitored by governments. A notable difference is that the 2015 crash was fueled by fintech and software platforms. In general, margin trading is highly regulated in China. However, during 2015 many households were able to access the shadow margin trading sector through fintech platforms.

Did fintech fuel a stock market crash?

Kelly Shue

Professor of Economics

In Bangladesh, farmers plant rice in August and harvest in January. During planting and harvest, there’s a lot of demand for their work and wages are high. But in between is a lean season when wages fall and the price of rice spikes, and people have to go with less food.

We provided grants of about $11 to pay for round-trip bus fare plus a few days of food, so one member of the household could migrate during that lean season to a city in search of employment. We found the migration subsidy induced many people to go, and if one person migrates, that entire family consumes 600 to 700 calories more per person per day. A third result is that three years later, many people choose to go back to the city during lean seasons on their own, and they pay for those subsequent trips themselves.

Can a bus ticket prevent seasonal hunger?

A. Mushfiq Mobarak

26 Yale School of Management

MBAA two-year program, featuring a distinctive integrated curriculum, Yale-authored

“raw” cases, and international study, as well as close engagement in the intellectual life of Yale University.Length of program 2 yearsTotal students enrolled 724Degree awarded MBA

MBA for ExecutivesWhile continuing to work, students gain fundamental expertise, with advanced study in a chosen area at the nexus of business and society: asset management, healthcare, or sustainability.Length of program 22 monthsTotal students enrolled 145Degree awarded MBA

Master of Advanced ManagementA one-year program for graduates of business schools that are members of the Global Network for Advanced Management. Students take a slate of advanced elective courses at Yale SOM and throughout Yale.Length of program 1 yearTotal students enrolled 63Degree awarded MAM

Master’s Degree in Global Business and SocietyA one-year program for graduates of master of management programs at business schools in the Global Network for Advanced Management. Students select from specially designed courses on business and leadership.Length of program 1 yearTotal students enrolled 51Degree awarded Master of Management Studies

Master’s Degree in Systemic RiskA first-of-its-kind, specialized master’s degree for early- and mid-career employees of central banks and other major regulatory agencies with a mandate to manage systemic risk. Length of Program 1 yearTotal students enrolled 10Degree awarded Master of Management Studies

Master’s Degree in Asset ManagementA one-year program providing early-career students with a state-of-the-art understanding of the application of data science and quantitative techniques to investment decisions, while emphasizing fiduciary responsibility, ethics, and investment performance.Length of program 1 yearDegree awarded Master of Management Studies

Joint DegreesCombine a Yale MBA with a degree from another Yale graduate program. Options include law, medicine, engineering, global affairs, and environmental management, among others.Length of program 2–7 yearsDegree awarded MBA plus 1 of 9 choices

PhDAdvanced research and scholarly training in accounting, financial economics, marketing, and organizations and management.Length of program 3–5 yearsTotal students enrolled 61Degree awarded PhD

Executive ProgramsDistinctive and customized programs that help organizations dramatically improve performance and develop high-caliber leaders.Length of program 1 day–3+ weeksTotal students enrolled 10–100Degree awarded Certificate of Completion

Programs

som.yale.edu/apply28 Yale School of Management

Kerwin K. CharlesIndra K. Nooyi DeanFrederic D. Wolfe Professor of Economics, Policy, and Management

David BachDeputy Dean for Academic Programs Professor in the Practice of Management

Anjani JainDeputy Dean for Academic Programs Professor in the Practice of Management

Edieal J. PinkerDeputy Dean BearingPoint Professor of Operations Research

What do Yale SOM alumni do?

30 Yale School of Management30 Yale School of Management

20 YEARS OUT 10 YEARS OUT

Private Equity

Lei Zhang ’02Founder, Chairman, and CEO, Hillhouse Capital Group. Job history: New York Stock Exchange; Emerging Markets ManagementGrew his China-based investment company from $30 million to $25 billion.

Healthcare

Michael Apkon ’02CEO, Tufts Medical Center and Floating Hospital for Children. Job history: The Hospital for Sick Children, Toronto; Children’s Hospital of Philadelphia; Yale New Haven Hospital.Oversaw three top children’s hospitals before leading a major academic medical center.

Healthcare

Ramon Soto ’08Senior Vice President and Chief Marketing and Communications Officer, Northwell Health. Job history: Aetna, Magellan Health ServicesSuccessfully rebranded one of the nation’s largest healthcare systems.

Consumer Products/Retail

Seth Goldman ’95Cofounder and TeaEO Emeritus, Honest Tea; Executive Chairman, Beyond Meat. Job history: Calvert InvestmentsFounded a company with a Yale SOM professor that now sells more than $200 million of healthy, organic, less-sweet beverages a year.

Investment Banking

Aisha de Sequeira ’95Co-Country Head and Head of Investment Banking, India, Morgan StanleyHelped build Morgan Stanley’s Indian operation from scratch.

Government

Alejandro Diaz de Leon ’95Governor, Banco de México. Job history: Mexico’s National Pension Fund of State Workers, Ministry of Finance, and Foreign Trade Bank.Served the Mexican government for 25 years before leading the country’s central bank.

Technology

Claire Hughes Johnson ’01Chief Operating Officer, Stripe. Job history: Braun Consulting, GoogleLed several divisions at Google before joining the online payment company.

Private Equity

Eddie Thai ’12Partner, Vietnam, 500 Startups. Job history: CJ CGV VietnamLeads a venture capital fund investing in Vietnam’s growing tech sector.

Asset Management

David Lee ’10Chief Investment Officer, Chan Zuckerberg InitiativeJob history: Princeton University Investment CompanyManages the investment portfolio for the philanthropic organization founded by Facebook CEO Mark Zuckerberg and pediatrician Priscilla Chan.

30 YEARS OUT 40 YEARS OUT

Nonprofit/Arts

Daniel Weiss ’85President and CEO, Metropolitan Museum of Art. Job history: Lafayette College, Haverford CollegeAn art historian, Weiss served as president of two colleges before leading the Met.

Education

Heather Hiles ’95President & CEO, Calbright College. Job history: Bill & Melinda Gates Foundation, Pathbright, the Hiles Group. Leads a new public college focused on building job skills for working adults in California.

Asset Management

Andrew Golden ’89President, Princeton University Investment Company. Job history: Duke University Management Company; Yale University Investments OfficeInvests Princeton’s $20 billion endowment.

Consulting

Matt Rogers ’89Senior Partner, San Francisco, McKinsey & Company. Job history: U.S. Department of Energy; McKinsey & Company; Booz & CompanyPut his consulting career on hold to serve in the federal government.

Diversified Financial Services

Ken Ofori-Atta ’88Minister of Finance, Ghana. Job history: Databank Financial Services; Morgan StanleyFounded Ghana’s leading financial services provider before joining the country’s government.

Nonprofit

Andrea Levere ’83President Emerita, Prosperity Now. Job history: National Development Council (NDC)Advances policies and programs to help Americans build assets.

Consumer Products/Retail

Indra Nooyi ’80Board of Directors, Amazon; Former Chairman and CEO, PepsiCo. Job history: Asea Brown Boveri; Motorola; Boston Consulting GroupLed PepsiCo for 12 years, bringing a new focus on health and the environment while nearly doubling revenue.

Private Equity

Tim Collins ’82Founder, CEO, and Senior Managing Director, Ripplewood Advisors, LLC. Job history: Onex Corporation; Lazard Frères & Co.; Booz, Allen & HamiltonFounded a private equity firm that completed some of the biggest deals ever, including a restructuring of Japan’s leading bank after the Asian financial crisis.

Venture Capital

Nancy Pfund ’82Founder and Managing Partner, DBL Partners. Job history: JPMorgan, Hambrecht & QuistA pioneer in social impact investing who was an early investor in Tesla, SolarCity, and Pandora.

som.yale.edu

Produced by the Office of Communications at the Yale School of Management

Design by Pentagram Design

Photography by Tony Rinaldo

Printed by GHP, West Haven, Connecticut, December 2019

Yale School of Management

165 Whitney AvenueNew Haven, CT 06511-3729

Printed on recycled paper

2019–20