at What PoInt

Do YoU moVe foRWaRD?

at What PoInt

Do YoU taKe contRol?

at What PoInt

Do YoU DecIDe to RealIZe YoUR tRUe leaDeRshIP PotentIal?

“I’Ve been a neURosURgeon In PRIVate PRactIce foR almost sIx YeaRs, anD I coUlDn’t be moRe PleaseD WIth the Kellogg PRogRam. I can aPPlY class concePts almost InstantlY. I’m cURRentlY talKIng WIth classmates aboUt bUsIness IDeas that combIne technologY anD meDIcIne. If I WeRe to PURsUe somethIng entRePReneURIal, I’D Do It WIth someone fRom Kellogg. theY haVe the WoRK ethIc, sKIlls anD talents to maKe thIngs haPPen.”

PRogRAM: executive mba

MInA foRoohAR

oCCuPAtIon:

neurosurgeon

“gRoUP WoRK Was a hUge Reason foR attenDIng Kellogg. foR Instance, I neVeR consIDeReD tacKlIng stats as a gRoUP, bUt When We got togetheR, solUtIons WoUlD clIcK fasteR. mY stRengths In InfoRmatIon gatheRIng comPlementeD mY teammates stRengths In aRtIcUlatIon.”

PRogRAM: part-time mba

AARon nEwMAn

oCCuPAtIon:

investment manager, Northern Trust

“PRIoR to Kellogg, I Was a sUccessfUl manageR In a PRIVate eqUItY fIRm. I manageD 15 PeoPle anD DID a lot of hIeRaRchIcal thInKIng. sUccess Was all I saW. thIs PRogRam Was exactlY the challenge I neeDeD. I haD the bUsIness basIcs DoWn, bUt neeDeD to leaRn hoW to WoRK as PaRt of a DYnamIc team to become ReaDY to taKe oVeR mY famIlY’s bUsIness.”

PRogRAM: full-time mba

MARgAREt SChuLtE

oCCuPAtIon:

marketing director

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WE BELIEVE BUSINESS CAN BE BRAVELY LED, PASSIONATELY COLLABORATIVE AND WORLD CHANGING.THIS IS THE POINT. IT’S WHAT THE KELLOGG SCHOOL Of MANAGEMENT STANDS fOR. IT’S WHY WE ATTRACT STUDENTS WHO HAVE THE COURAGE TO CHALLENGE CONVENTIONAL THINKING, WHO HAVE THE WILL TO LEAD POSITIVE CHANGE.

WE EDUCATE, EqUIP AND INSPIRE OUR STUDENTS TO BUILD AND LEAD STRONG ORGANIzATIONS. TO fACE OUTWARD AND THINK fORWARD. TO BECOME ADAPTIVE, RESILIENT AND BOLD IN THE fACE Of UNPRECEDENTED CHALLENGES AND ENORMOUS OPPORTUNITIES.

THIS IS OUR ATTITUDE, THE WAY WE SEE THE WORLD. OUR COURAGEOUS AND COLLABORATIVE SPIRIT HAS SUSTAINED OUR SCHOOL AND OUR GRADUATES fOR MORE THAN 100 YEARS. IT INSPIRES HOW WE PREPARE STUDENTS TODAY TO MANAGE AND LEAD IN THE 21ST CENTURY GLOBAL MARKETPLACE. THIS IS THE POINT Of A KELLOGG MBA.

AT WHAT POINT WILL YOU jOIN US?

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INTELLECTUALLY VIBRANT, INNOVATIVE AND SOCIALLY ENGAGEDKELLOGG IS A GLOBAL COMMUNITY. THE WORLD KNOWS US fOR OUR GROUNDED WISDOM THAT MARRIES THE POWER Of ANALYTICS AND PEOPLE. fOR OUR PIONEERING SPIRIT THAT CHALLENGES CONVENTION AND DRIVES CHANGE ACROSS ORGANIzATIONS, MARKETS AND COMMUNITIES. fOR OUR COLLABORATIVE CULTURE THAT EMBRACES AND MOBILIzES THE POWER Of THE TEAM TO CREATE CHANGE AND MOVE THE WORLD fORWARD.

THIS BALANCED, YET HIGHLY DYNAMIC INTERPLAY BETWEEN THE STUDY Of MANAGEMENT AND THE STUDY Of MARKETS MATERIALIzES THROUGHOUT OUR CURRICULUM. WE TEACH THE SCIENCE Of MANAGEMENT AND THE ART Of LEADERSHIP. WE DEVELOP INSIGHTS BASED ON THEORETICAL MODELS AND THEIR PRACTICAL APPLICATION TO THE COMPLEx CHALLENGES LEADERS MUST fACE TODAY. WE EMPHASIzE THE MASTERY Of ANALYTICAL SKILLS TO ACHIEVE BUSINESS SUCCESS AND THE SOCIAL ACUMEN TO LEAD AND INSPIRE OTHERS.

WE TEACH ALL Of THIS WITHIN A CULTURE THAT IS INHERENTLY AND UNMISTAKABLY KELLOGG, A CULTURE DEfINED BY OUR PASSION fOR COLLABORATION AND THE PERSONAL SATISfACTION WE DERIVE fROM ACHIEVING AMBITIOUS, IMPACT-DRIVEN GOALS.

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GLOBAL PRESENCE OF KELLOGG ALUMNI

+BUSINESSES + ORGANIZATIONS WHERE OUR ALUMNI WORK

NOTABLE KELLOGG ALUMNI

55,000GLOBALALUMNI

ALI BABACAN ’92deputy prime minister, republic of turkey

CINDI BIGELOW ’86president, bigelow tea

DOUGLAS CONANT ’76former president and ceo, campbell soup

jOE DEPINTO ’99ceo and president, 7-eleven

LESLIE fLAGG ’91private sector officer, u.s. agency for international development

THOMAS C. fREYMAN ’83cfo and executive vice president, abbott laboratories

MIKE GEORGE ’85president and ceo, qvc

YUNG-KU HA ’81president, chairman and ceo, citibank korea

STEVE HAfNER ’97co-founder and ceo, kayak

KATHRYN HAYLEY ’84executive vice president, united healthcare services

jOHN HOEVEN ’81u.s. senator, north dakota

LINDA jOHNSON RICE ’87chairman, johnson publishing co.

WARD KLEIN ’79ceo, energizer holdings

DAVID KOHLER ’92president and coo, kohler co.

BILL MCDERMOTT ’97co-ceo, sap

jAMES REYNOLDS jR. ’82co-founder, chairman and ceo, loop capital markets

GORDON SEGAL ’60co-founder, crate and barrel

GREGG STEINHAfEL ’79president, chairman and ceo, target

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WELCOME TO KELLOGG

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SPEND TIME AT THE KELLOGG SCHOOL Of MANAGEMENT AND YOU’LL SOON UNDERSTAND WHAT WE MEAN WHEN WE SAY, “THINK BRAVELY.”

At the highest levels, it means being a leader who will question conventional thinking and challenge the status quo. It means making every team and every organization you touch better because you are there.

In very concrete terms, it means learning the architecture of collaboration and how to catalyze people and resources to lead positive change in organizations, communities and the world. It means understanding the demand side of markets to identify consumer wants and human needs, and develop better products, services and solutions to meet them.

Brave thinking requires mastering the mindset and mechanisms of innovation, and how to generate bold new ideas and make them happen. It also means developing a broader wisdom and understanding of the public and private interface, and how to sustain organizations in a capitalistic economy firmly grounded in ethics and law.

This is what Kellogg believes. This is what we teach. This is what we practice, as we pioneer our own course to shape and evolve management education to address the ever-growing complex challenges of the 21st century global marketplace.

This is what “Think Bravely” means. As an alumna and dean, I invite those who share our passion and purpose to join our community of brave thinkers.

SALLY BLOUNT ’92, dean

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BALANCING THE SCIENCE Of MANAGEMENT WITH THE ART Of LEADERSHIP

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IT TAKES KNOW-HOW TO BUILD AN ORGANIzATION WITH ALL THE RIGHT PARTS IN ALL THE RIGHT PLACES. It takes insight and finesse to keep those parts aligned and working in sync toward a common purpose. Success lies in identifying the linkages, understanding the synergies and creating the right connections.

First, you must know how business works and master the fundamentals. That’s why Kellogg emphasizes a solid academic foundation firmly grounded in core business disciplines. By design, it prepares highly effective managers to lead highly complex organizations.

You must also understand how people work together and how to influence and inspire them to do it consistently and well. When we talk about passion for collaboration and the power of the team, we’re talking about more than cooperation and consensus. We’re talking about working together to achieve well-defined, high-impact goals and then enjoying the rewards of success together.

That is why we pursue a carefully balanced approach to management education: the study of organizations in tandem with the study of the processes — the dynamic push and pull — that drive consumer, business and financial markets forward.

It’s this balance of business intelligence and social acumen that distinguishes the Kellogg graduate from all others.

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BASANI MALULEKE

PROGRAM: full-time student, two-year program

fOCUS: finance, management + strategy

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“WITH MY NEW SKILLS, I’LL BE ABLE TO COLLABORATE MORE EffECTIVELY WITHIN ANY fIRM, ExPAND ITS MULTINATIONAL STATUS AND MAKE SOUTH AfRICA MORE VISIBLE ON THE WORLD STAGE.”

COURAGE TO ACCEPT THE CHALLENGE Of CHANGE

When I traveled to the United States to visit Kellogg, I noticed how the students seemed to be such a vital part of the school. I wanted to be a part of that. I was working in South Africa in corporate finance and was an attorney before that. If I truly wanted to know who I was and where I wanted to go, I’d have to rise above the ordinary and immerse myself without distractions.

Moving to the United States with only my South African perspective was a massive change. One of Kellogg’s biggest gifts is deep thinking that considers problems from many angles. Understanding where people come from really adds value to one’s life. Now I’m more patient, less argumentative. I plan to stay on that level.

I was overall conference co-chair for the 2011 Kellogg Africa Business Conference. We collaborated with the planning committee to identify a theme, were responsible for panel discussions and speaker topics, engaged U.S. and African corporations for sponsor-ship, and selected and invited speakers and panelists from the United States and Africa.

With assistance from my South African business network and a South African airline, we brought His Excellency Thabo Mbeki, the former President of the Republic of South Africa, to campus as our keynote speaker. His presence generated a lot of media attention and contributed significantly to the conference’s remarkable success. I’ll continue to work to place South Africa more firmly in global affairs and to transform how the world sees and does business with my country.

My prior legal and finance experience will also continue to serve me well when I return home. With my new skills, I’ll be able to collaborate more effectively within any firm, expand its multinational status and make South Africa more visible on the world stage. And I’ll keep practicing what I’ve learned here: the power of self-reflection and the ability to accurately anticipate where I can make meaningful contributions to the world.

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At Kellogg, the transfer of knowledge happens in direct engagement with Kellogg faculty — world-class thought leaders and ground-breaking researchers who define and shape the fields in which they practice.

Their ability and willingness to collaborate across their areas of expertise underscore one of Kellogg’s firm beliefs: Solving the complex problems of the 21st century will be possible only through cross-disciplinary thinking and cooperation.

Like the students they teach, Kellogg faculty members represent an incredible set of diverse intellectual interests, international backgrounds and life experiences. Many are experienced practitioners in their disciplines, grounded in the realities of business and management. They are also highly sought after as advisers to corporations and governments on some of the world’s toughest business and social issues.

Kellogg faculty members write many of the textbooks that business students worldwide use in class. The difference? At Kellogg, you’re learning face to face with the authoritative source.

Most critical to your future, Kellogg faculty members are passionate teachers and wise mentors committed to sharing

knowledge and engaging in vibrant discourse with their students.

INSIDE THE CLASSROOM AND THROUGH PERSONAL INTERACTION, KELLOGG fACULTY MEMBERS BRING THEORY TO LIfE SO YOU CAN APPLY IT IN YOURS.

GLOBAL THOUGHT LEADERSHIP ACROSS DISCIPLINES.

published textbooks and references by kellogg faculty

learn more about kellogg faculty: kellogg.northwestern.edu/Faculty

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ARVIND KRISHNAMURTHYfinance

LEIGH THOMPSONmanagement + organizations

RONALD DYEaccounting information + management

TIMOTHY CALKINSmarketing; health enterprise management

GAD ALLONmanagerial economics + decision sciences; operations

HARRY KRAEMERmanagement + strategy

SUNIL CHOPRAmanagerial economics + decision sciences; operations

DAVID AUSTEN-SMITHmanagerial economics + decision sciences; social enterprise

jANICE EBERLYfinanceformer assistant secretary for economic policy, u.s. treasury

GREGORY CARPENTERmarketing

BRENDA ELLINGTON-BOOTH management + organizations

BEVERLY WALTHERaccounting information + management

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ANGELA Y. LEE

fOCUS: marketing, international business + markets

TITLE: mechthild esser nemmers professor of marketing

Angela Y. Lee thinks unconventionally about how consumers’ emotions and goals affect their choices. She also thinks about the impact that marketers can have on the world beyond products and profits. Her research and teaching reflect her often non- traditional approaches.

A consumer psychologist, Professor Lee focuses her research on consumer motivation, cross-cultural consumer psychology and nonconscious influences of memory on judgment and choice. She received the 2006 Stanley Reiter Best Paper Award for her research on self-regulation and persuasion, which she explains with understated wit.

The “self-regulatory focus” framework says that human nature is driven by two motivational factors, a “duality” — the need to be nurtured and the need to feel secure — that dictates how we “regulate” our behaviors and attitudes. “Both have evolutionary

roots,” she says. “We want to have food so we can grow and multiply, but we also want to avoid being food so we can survive.” Professor Lee then explains how the way people act in accordance with these needs may help or hinder their goals — while a “fit” way strengthens people’s resolve, a “nonfit” way weakens it.

In her teaching, Professor Lee has also taken a pioneering path. In 2011, she introduced a new Kellogg MBA course on social impact marketing — the application of marketing frameworks and techniques to leverage institutional or individual resources to advance a good cause, such as recruiting volunteers to support cancer patients or addressing the global clean water crisis. The experimental course integrates psychology and marketing and includes effectively leveraging social media, such as Facebook, Twitter and YouTube.

fACULTY SPOTLIGHT:

BOLD RESEARCH ABOUT THE DEMAND SIDE Of MARKETS

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DISCIPLINE-DEFINING RESEARCH

BIOTECHNOLOGY

GAME THEORY

CONSUMERBEHAVIOR

DISPUTERESOLUTION

PUBLICFINANCE

ECONOMICS

INNOVATION &ENTREPRENEURSHIP

REAL ESTATE

excellenceacross

disciplines

SUPPLY CHAINMANAGEMENT

REQUIRED READING. AT TOP BUSINESS SCHOOLS WORLDWIDE, BOOKS AND REFERENCE WORKS PENNED BY KELLOGG FACULTY MEMBERS ARE STANDARD TEXTS:

DAVID AUSTEN-SMITH + jEffREY BANKSpositive political theory ii: strategy and structure

DAVID BESANKO + RONALD BRAEUTIGAMmicroeconomics

DAVID BESANKO, DAVID DRANOVE, MARK SHANLEY + SCOTT SCHAEfEReconomics of strategy

jEANNE BRETTnegotiating globally

TIMOTHY CALKINS + ALICE TYBOUT, EDS.kellogg on branding

SUNIL CHOPRA + PETER MEINDLsupply chain management: strategy, planning and operation

ANNE COUGHLAN, ERIN ANDERSON, LOUIS STERN + ADEL EL-ANSARYmarketing channels

DAVID DRANOVEthe economic evolution of american health care

PHILIP KOTLER + KEVIN KELLERmarketing management

ANGELA Y. LEE + ANURADHA DAYAL-GULATIkellogg on china: strategies for success

ROBERT MCDONALDderivatives markets

LEIGH THOMPSONthe mind and heart of the negotiator

RAKESH VOHRAadvanced mathematical economics

jOHN WARDkeeping the family business healthy

DANIEL DIERMEIERreputation rules: strategies for building your company’s most valuable asset

HARRY KRAEMERfrom values to action: the four principles of values-based leadership

jAMES SHEINreversing the slide: a strategic guide to turnarounds and corporate renewal

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DANIEL DIERMEIER

fOCUS: managerial economics + decision sciences; international business + markets; social enterprise

TITLE: ibm professor of regulation and competitive practice

director of the ford motor company center for global citizenship

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Many experts have long acknowledged the potential for finding solutions to serious economic and social issues through effective partnerships among private- sector businesses, governments and nonprofits. Few proposed models, however, have included a distinct role for academia within that mix.

That changed decisively in 2004, when Professors Daniel Diermeier, from the Kellogg School of Management, and David Kelso, from Northwestern University’s McCormick School of Engineering and Applied Science, envisioned a new model for address-ing complex issues, particularly in healthcare delivery and infectious disease treatment. They saw the inclusion of academia in the established paradigm of public/private partnerships as a more effective approach to addressing the dearth of resources avail-able to treat diseases common to the world’s poorest people — malaria, tuberculosis, polio and HIV/AIDS.

The result of their vision was Northwestern University’s Global Health Initiative, an alliance of private pharmaceutical companies, nonprofit supporters, and the Kellogg and McCormick schools to develop solutions to critical health issues facing underserved communities worldwide.

It’s working. One product currently under develop-ment is an inexpensive, battery-powered, totally portable device for HIV testing among infants. The product is currently undergoing clinical tests in South Africa and Mozambique. Once approved, it will reduce the time a mother must wait for her infant’s HIV test results — and for treatment to begin — from several weeks or months to under an hour.

learn more about the global health initiative: kellogg.northwestern.edu/research/GHI

UNCOMMON COLLABORATION.ExTRAORDINARY RESULTS.

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We live in an era of economic and social challenges more daunting than ever before. At Kellogg, we believe it is also an era in which the opportunities for meaningful change and innovation are far greater than ever.

Each day, individuals, businesses and public institu-tions rapidly interconnect, learn and adapt to the new ideas and new realities created by an expanding global community. Our MBA curriculum is renowned for the way it balances the study of markets and manage-ment to create the pivot point where innovation can happen and tangible progress can emerge.

To confront challenges and capitalize on opportuni-ties, however, we must do more than acknowledge, identify and analyze them. We must challenge the status quo. Put bold ideas on the table. Gather the people who can make a difference. Put a plan in place

and take decisive action.

WHEN WE DO THAT WELL, THE WORLD WILL NOTICE. THAT’S WHEN THE WORLD WILL BEGIN TO CHANGE.

CHALLENGE CONVENTION TO ACCELERATE CHANGE.

“MY CO-WORKERS HAVE NOTICED BIG CHANGES IN ME. IDEAS COME TO ME MORE fREqUENTLY. I’M ABLE TO ASK BETTER qUESTIONS WITH A DEEPER LEVEL Of UNDERSTANDING.” scott porter, Md

PROGRAM: fOCUS: executive mba student, healthcare evanston campus

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ENGAGE THE PUBLIC TO INFLUENCE POLICY + DECISION M

AKER

S

BU

ILD

ST

RO

NG

OR

GA

NIZ

AT

ION

S

CR

EATE CH

ANGE THAT IMPACTS THE WORLD

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GINO LUCI

PROGRAM: full-time student, two-year program

fOCUS: operations management

director of prospective students, hispanic business student association

co-president of the gay and lesbian management association

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I know we have the power to influence people and change how they think. It’s all about innovation — that’s what drives me. I want to change the world with the products I launch.

I knew my corporate experience and marketing interests would be challenged and expanded at Kellogg. I wanted to improve my cross-functional skills because everything I’d done to that point had been on a consumer level. I also wanted to understand the entire operational process, consumer-focused psychology, and the creativity involved with bringing a product to market successfully.

I had to break out of my comfort zone. I was happy to discover diversity on many levels at Kellogg. Not just cultural diversity, but diversity in people’s thinking. It didn’t take long for me to realize that if I wanted to be a true leader, I needed to become a stronger team member as well.

This isn’t a school where you take classes and just go home. The students and the faculty are a community, and I’ve had the opportunity to work with them to enhance the Kellogg experience. I’ve seen so many students do great things here. It pushes me to ask more of myself.

student clubs and organizations

“I HAD TO BREAK OUT Of MY COMfORT zONE. I WAS HAPPY TO DISCOVER DIVERSITY ON MANY LEVELS AT KELLOGG. NOT jUST CULTURAL DIVERSITY, BUT DIVERSITY IN PEOPLE’S THINKING.”

THE POWER TO INfLUENCE MARKETPLACE THINKING

Representing the rich diversity of Kellogg students’ academic, cultural, professional, social and athletic interests

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THE ART Of INTERCONNECTION. THE IMPACT Of COLLABORATION. Impact in the global marketplace will be driven by mastering the art of interconnection. The big problems that business and society face today are far too complex for any single entity, organization or discipline to solve alone.

Properly led and clearly focused, collaboration is the surest route to innovation and positive change. This is a concept that we at Kellogg have long understood. It is the model Kellogg pioneered.

The kind of collaboration we practice here has little to do with compromise or simple cooperation. Rather, it’s about groups of people focused on excellence, connected by common purpose, willing to put egos aside and even risk failure to discover a new and better path. It demands dedication, intensity and keen social insight.

Collaboration at Kellogg calls for humility — to admit there may be others who can do something better than you — and the accompanying wisdom to let them. It takes knowing when to lead and when to listen. Collaboration of this kind demands diverse thinkers and doers who want to learn from one another, put themselves on the line and achieve more together.

We believe that collaboration as we teach it fuels the fire of true business success. You can find no better place than here to learn, practice and master it.

“MY CLASSMATES COME fROM 23 COUNTRIES AND COUNTLESS INDUSTRIES. OUR REVIEW SESSIONS HAVE BECOME 0PTIMAL TIMES fOR DISCUSSING REAL-WORLD APPLICATIONS.”njideka harry

PROGRAM: fOCUS: executive mba student, social enterprise/ miami campus nonprofit

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IVI KOLASI

PROGRAM: full-time student, two-year program

fOCUS: corporate innovation, new business development, business model development

co-president, emerging markets club; student leadership team, kellogg innovation network 2012 global summit

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MANAGING COMPLExITY IS NOT A SOLO ACT

“WE fACE INCREDIBLY COMPLEx CHALLENGES TODAY THAT CANNOT BE TACKLED IN ISOLATION. WE’RE CHALLENGED TO fIND WAYS TO INfLUENCE DECISIONS WITHOUT TAKING OVER AND TO COMMUNICATE THE RIGHT IDEA EffECTIVELY SO THE TEAM CAN WORK TOWARD THE RIGHT GOAL.”

After five years at a successful nonprofit, I realized I had minimal exposure to the corporate sector. Initially, I chose Kellogg to help balance out my quantitative, qualitative and entrepreneurial sides.

I quickly discovered how much more is available here, in and out of the classroom — access to emerging domestic and international market trends, exposure to different business cultures, industries and management levels, as well as the chance to explore solutions across many disciplines.

As a member of the Emerging Markets Club, I’m working to bring even more global cases to the classroom and to network with other clubs. We face incredibly complex challenges today that cannot be tackled in isolation. We’re challenged to find ways

to influence decisions without taking over and to communicate the right idea effectively so the team can work toward the right goal.

I’ve learned how valuable it is to get people excited about an idea and sustain it throughout the project. Now I recognize when it’s right to step forward to lead, and when to step back and help with the team’s direction.

Kellogg has given me the confidence to use my intuition and leadership skills to tackle real business problems. I can’t imagine how this personal and professional evolution could’ve happened anywhere else.

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Kellogg’s global academic partnerships offer opportunities worldwide for direct engagement and immersive experiences with international economies, management structures and business models.

exchange prograMs

executiVe Mba joint prograMs

kellogg Main caMpus

united kingdom

switzerland

kelloggchicago

(part-time)kellogg

evanston

kellogg miami (emba)

mexico

germany

chile

argentina

spain

the netherlands

canada

germany

france

EqUIPPED TO LEAD IN THE GLOBAL MARKETPLACE.

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denmark

japan

norway

italy

south africa

australia

hong kong

israel

india

thailand

people’s republic of china

people’s republic of china:

hong kong

EqUIPPED TO LEAD IN THE GLOBAL MARKETPLACE.

As Kellogg’s global footprint expands, so do opportunities for our students to greatly expand their view of the world — the who, what and why of businesses, economies and cultures. Our international presence — realized through our global partnerships and our joint degree and international exchange programs — creates an ideal educational ecosystem for acquiring the skills, insights and thinking styles required for success in the global economy.

The world of Kellogg is a globally connected community of academic partners, idea generators and pragmatic thinkers. Our diversity of perspectives and experiences engages your intellect at levels most students have never explored, enriching learning, encouraging innovation and energizing leadership.

This is the power of the global Kellogg community: to simultaneously ground you in the moment and inspire you for the future.

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ExPAND YOUR WORLDTHROUGH ExPERIENCE.

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This essential, expanded worldview is infused throughout the Kellogg curriculum, embodied in the diversity of our faculty and student body, and brought to life through global initiatives, experiential learning and international academic partnerships.

GLOBAL INITIATIVES IN MANAGEMENTIn this intensive global business leadership course for Full-Time and Part-Time students, teams of classmates with a faculty adviser create a challenging 10-week curriculum that culminates in a two-week interna-tional field experience. Participation builds valuable leadership skills and a keener awareness of the global business environment.

GLOBAL LAB To provide practical experience in international business, Global Lab pairs students in the Full-Time and Part-Time programs with

businesses abroad to provide real-world consultation on issues such as international expansion, new marketing opportunities, customer relations and marketplace analysis. During the final weeks of the course, students travel to the client company’s home country to complete their research and present their recommendations to company executives.

GLOBAL ELECTIVES WEEKOur Executive MBA Program offers many opportunities to build a global network. Students can complete electives at our international partner schools, where local faculty share rare, on-the-ground insights into national and regional business practices, culture and politics. All program students also par-ticipate in our intensive Global Electives Week on the Evanston campus, a gathering of students from across all our global partner Executive MBA programs.

THERE’S NO SUCH THING AS A DOMESTIC AGENDA ANYMORE. THE WORLD IS ONE MARKETPLACE. LEADERSHIP IN IT DEMANDS A BROAD UNDERSTANDING Of INTERNATIONAL BUSINESS ISSUES AND THE ABILITY TO COMMUNICATE EffECTIVELY ACROSS GEOGRAPHIC BOUNDARIES AND CULTURAL DIVIDES.

students Who participate in international learning

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/

executiVe Mba prograM

A cosmopolitAn city And thriving economic powerhouse thAt’s home to

SOME Of THE NATION’S LARGEST BANKS, BROKERAGE HOUSES, AND CONSULTING AND COMMODITY fIRMS.

HONG KONG, CHINA kellogg-hkust

TEL AVIV, ISRAEL kellogg-recanati

TORONTO, CANADA kellogg-schulich

VALLENDAR / DüSSELDORf, GERMANY kellogg-whu

INTERNATIONAL LOCATIONSexecutiVe Mba partners

YOUR LEARNING ExPERIENCE ISN’T LIMITED TO fACULTY ExPERTISE. KELLOGG STUDENTS COME fROM EVERY SECTOR Of BUSINESS AND EVERY CURVE Of THE GLOBE. OUR TEAM-BASED APPROACH ENSURES YOU WILL BUILD AN ENDURING PROfESSIONAL NETWORK AND DEVELOP LIfELONG fRIENDSHIPS fROM AMONG THEIR RANKS.

miAmi is A leAder — And hub to the AmericAs — in severAl AreAs, including finAnce, commerce, mediA, culture, internAtionAl trAde, entertAinment And Art.

KELLOGG IS THE INCUBATOR WHERE YOU WILL BE PUSHED BY OTHERS AND, IN TURN, PUSH YOURSELf. THIS IS THE SCHOOL THAT ENCOURAGES YOU TO SEE fURTHER. IT’S EqUALLY ENERGETIC AND GROUNDED, ALLOWING fOR BOTH ENGAGEMENT AND qUIET INTROSPECTION.

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I fly in every weekend from Montreal for class at Kellogg. As CFO for a major defense industry contrac-tor, I’ve been working internationally for years, so I’m accustomed to travel. I enjoy the challenge of taking on a job and going with it. I always meet great people, and my career is going well.

I was 30 when I began heading up General Dynamics’ financial offices in Madrid, Zurich and Montreal. I am currently the Chief Financial Officer of the Montreal-based unit.

Now I’m looking at the next 10 years, and want to grow more. I want to become CFO of a multinational, multibillion-dollar corporation, and then move into

general management as a CEO. Of course I know accounting, but I’m looking at cases now and learning what others have done in their environments.

I’m obviously older now, but I know I’m in a great school with exceptional classmates and professors. I’m getting a different kind of “more” out of my MBA program. It’s definitely focused on management and leadership, but still touches on everything.

In acquisitions today, you rarely work on your own. You have to learn to lead and motivate groups. I listen first, understand the challenges, then offer an opinion or suggestions. If you don’t listen, you’ll never get anywhere.

I’m more energized, driven and ready to see what happens next. You don’t get many opportunities to directly shape your life. Here, you have two years. It’s a gift to be able to do that.

Since this article was originally published, Firat was named CFO of General Dynamics—Ordnance and Tactical Systems (OTS), a multibillion-dollar division headquartered in Tampa, Fla. He is excited to see where his Kellogg degree will take him next.

“I’M MORE ENERGIzED, DRIVEN AND READY TO SEE WHAT HAPPENS NExT. YOU DON’T GET MANY OPPORTUNITIES TO DIRECTLY SHAPE YOUR LIfE. HERE, YOU HAVE TWO YEARS. IT’S A GIfT TO BE ABLE TO DO THAT.”

ENERGIzED, DRIVEN AND READY TO LEAD

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fIRAT GEzEN

PROGRAM: executive mba student, evanston campus

fOCUS: management

cfo of general dynamics, canada

speaks four languages — turkish, english, french, spanish

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LEADERS Of CONVICTION TAKE WISE AND BOLD RISKS. Kellogg alumni venture forth — and achieve great success — in careers and industries as diverse as the world of business itself. At Kellogg, success means pursuing a passion, fulfilling a vision and making a difference wherever you decide to go.

Our Career Management Center is widely acknowledged as best in class at providing professional development services to our students and our alumni throughout their careers.

You’ll find many of those Kellogg alumni in top corporate positions at some of the world’s most successful and respected companies: DuPont, Target, SAP, QVC, Unilever, McKinsey & Company, Goldman Sachs, Booz & Company and KKR.

Others apply their knowledge and skills to the world’s most pressing social issues through organizations such as Room to Read, One Acre Fund and Ethos Water; in government and policy making; and through their leadership of organizations like the NAACP.

In today’s business landscape, Kellogg Dean Sally Blount says, “Leaders must be courageous, willing to stand for their convictions and confident enough to take wise and bold risks.”

A KELLOGG EDUCATION PREPARES YOU TO DO THAT, WHEREVER YOU CHOOSE TO LEAD.

33

MICROSOFT

GOOGLE

APPLE

UNILEVERSAMSUNG

MORGANSTANLEY

NORTHERNTRUST

GROUPON

MITSUBISHI

GENERALMILLS

QVC TARGET

BOOZ &COMPANY

SAP

DUPONT

PROCTER &GAMBLE

ACCENTURE

MCKINSEY &COMPANY

3M

KKR

PETROBRASMOTOROLA

COMPANIES WORLDWIDE THAT HIRE KELLOGG GRADUATES:

ABBOTTLABORATORIES

34

COURTNEY HAYNES

PROGRAM: part-time student, evening program

fOCUS: finance, marketing, manage-ment & organizations

senior vice president of private equity firm

35

I always wanted to get my MBA, but I didn’t want to interrupt my career to go to school. Kellogg’s Part-Time Evening Program enabled me to keep moving up in my company while I pursued my MBA goal.

I only applied to Kellogg. I immediately sensed the energy and dynamism of interesting, smart, driven people. I also felt that I fit in well with classmates and alumni. My professors applied their real-world experience to every lecture, which helped me transfer a lot of what I learned in class to my job almost immediately.

I always understood that collaboration is important, but I appreciate it even more now. I knew I could contribute from the finance side, but was motivated by other students from diverse industries to expand my

understanding of different businesses. To me, teams are a microcosm of the real world. You can manage time when you work alone, but team-focused skills have infinite benefits.

In the past, my focus was on finance and investment management. Today, my role has expanded to include business development and strategic marketing. Kellogg provided me with a unique opportunity at the right time to pursue new challenges. My newfound marketing knowledge has dovetailed with my current job requirements. I was an investment professional when I started, and will be after I graduate. The difference is how much value the breadth of my Kellogg education has added to my skill set.

“I WAS AN INVESTMENT PROfESSIONAL WHEN I STARTED, AND WILL BE AfTER I GRADUATE. THE DIffERENCE IS HOW MUCH VALUE THE BREADTH Of MY KELLOGG EDUCATION HAS ADDED TO MY SKILL SET.”

TRANSfERRING KNOWLEDGE WITH IMMEDIATE IMPACT

36

ALUMNI CLUBS ACROSSSIX CONTINENTS

+

+KELLOGG ALUMNI ON

COUNTRIES WHERE ALUMNI LIVE AND WORK

THE POWER Of A GLOBALLY CONNECTED COMMUNITYFrom the moment you arrive at Kellogg, you become a part of our global network, a loyal and committed community of entrepreneurs, innovators, experts and leaders. Kellogg alumni exemplify excellence in management. The positive impact they have on their organizations, communities and the world day

in and day out is immeasurable. They and your fellow students represent an undeniable and enduring advantage of the Kellogg experience — close connec-tions and friendships that will enrich and enlighten you throughout your lifetime.

37

REALIzING POSSIBILITIES I COULD HARDLY HAVE IMAGINEDI spent 12 years in corporate finance and banking, and completed a postgraduate fellowship at a premier university. I wanted to get an MBA and researched executive programs for more than four years. After I sat in on a class and interacted with several students and alumni, Kellogg became my first choice. Everyone was so receptive and supportive, and I wasn’t even a student yet.

Kellogg fosters that kind of supportive environment. My classmates are extremely talented mid- and se-nior-level managers who bring experiences from dif-ferent cultures, countries and industries. Classroom and study group sessions stimulate in-depth discus-sions of real-world applications. We look at cases from widely varied and often entirely new perspectives. We have the freedom to ask how circumstances play out in different scenarios. How would we address the issues? What tools would we use to solve the problem?

A decade ago, I founded an international nonprofit that uses technology to create enriched learning environments for marginalized people in the devel-oping world. Before moving to the U.S. several years ago, I lived in a developing country, where I witnessed firsthand how technology can help address a variety of social issues. I’ve leveraged that experience by donating my time to mission-based organizations at Kellogg. Post-Kellogg, my goal is to launch a commer-cial enterprise that has social impact.

Juggling work, school and life is about balance. I have three young daughters and travel from Louisville, Ky., to attend class at Kellogg. One of my favorite quotes is from Eleanor Roosevelt: “You must do the thing you think you cannot do.” I’m a better time manager as a result of this experience.

NjIDEKA HARRY

PROGRAM: executive mba student, miami campus

fOCUS: social enterprise, management + innovation

founder, youth for technology foundation (ytf)

38

Whether leadership can actually be taught is often debated. At Kellogg, we know for certain that leadership potential can be honed, strengthened and inspired in the right kind of environment — one that encourages bold thinking and risk taking.

Our graduates leave here ready to lead fearlessly, to build strong organizations and, in very real ways, to inspire and influence change in the world. The wide-eyed inquirer becomes the sage innovator. The ambitious manager the skilled team builder. The influencer the confident pacesetter. The academic achiever the world-renowned authority.

How does it happen? How do Kellogg graduates continue to excel generation after generation? It’s an intuitive understanding of authentic leadership and the learned ability to know when to step up and when to step back. When to speak out and when to listen

thoughtfully. When to lead with an answer and when to lead with nothing more than a question.

The diverse, gifted alumni on these pages came to Kellogg as students with an inspired idea of what they wanted to do next in life. Whether they came to be more effective in a family-owned business or to transform an entrepreneurial idea into a global enterprise, they made the most of the opportunities Kellogg offers.

The result? They’ve seen and done what’s possible. They also know that the future holds even greater possibilities.

THEY’RE READY fOR WHAT COMES NExT. THE qUESTION IS: ARE YOU?

INSPIRING INfLUENCING OTHERS BY ExAMPLE

39

MATT LEVATICH ’94president and coo, Harley-Davidson

ELLEN KULLMAN ’83ceo and board chair, DuPont

CHERYL HYMAN ’06chancellor, City Colleges of Chicago

EDDIE GEORGE ’09principal, George Enterprises

former heisman winner and tennessee titans running back

DAVID CHEN ’84founder and ceo, Equilibrium Capital Group

ROSLYN BROCK ’99chairman, NAACP

PETE PETERSON ’47founder, Peter G. Peterson Foundation

co-founder, The Blackstone Group

jEff UBBEN ’87founder, ceo and cio, ValueAct Capital

jOHN VLAHAKIS ’85founder and president, Earth Friendly Products

GLORIA GUEVARA ’09minister of tourism, Mexico

ANA DUTRA ’94ceo of leadership and talent consulting, Korn/Ferry

jOHN WOOD ’89founder and board co-chair, Room to Read

40

ANDREW YOUN ’06

full-time mba, evanston campus

founder, one acre fund

DANIELA BELMONT ’07

executive mba, miami campus

corporate sales director, belcorp

41

Daniela Belmont had mixed feelings about joining the family business. Belcorp, headquartered in Peru, is the parent company of three cosmetic and fragrance lines sold and distributed in 15 countries in Latin America. Daniela relished the excitement of the corporate world, but also wanted to make a meaningful contribution to society.

She realized that Belcorp offered her both. The company has a network of almost 650,000 independent salespeople, many of them women living in reduced economic circumstances. As beauty consultants, they can earn an income and, at the same time, develop their self-esteem — qualities that can contribute to a brighter future for them, their families and the communities in which they work and live.

Daniela’s last name didn’t automatically land her a corner office. She was expected to work her way up the ladder. Kellogg’s Executive MBA Program in Miami offered the perfect path to achieving her goals of leading the company to regional leadership and empowering women.

She says she graduated with an enhanced skill set and an international network of Kellogg alumni from whom she continues to seek advice and draw support. “Now if I need something in any of the countries in which we do business, I can call someone I know and trust,” she says.

For Andrew Youn and his entrepreneurship class teammates, the idea behind their business plan project was relatively simple. With the right tools and supplies, the team hypothesized, Kenya’s poorest residents — many of them farmers trying to support their families on an acre or less of land — could lift themselves permanently out of poverty. Andrew’s team proposed that with high-grade seed and fertilizer and basic land-management training, the farmers could increase annual crop yield by 400 percent and ensure adequate food and better living conditions for their children.

The team created the One Acre Fund and persuaded board members of Kellogg’s Levy Institute for Entrepreneurial Practice to invest. Initially, they drew on Kellogg alumni volunteers to run all the U.S. operations, from tax filings and external audit to budgeting and a website.

In the first four years, One Acre Fund helped more than 22,000 subsistence farm families triple their

harvests and double their income per acre. In 2010, the team expanded into Rwanda with a pilot program, and achieved comparable results. Andrew’s goal over the next 10 years is to serve one million families and make life better for as many as five million individuals.

Andrew says such results and growth would not have happened without the Kellogg network. One of the most rewarding aspects of working with a Kellogg team, he maintains, is the ability to share a unity of purpose and have fun pushing toward a goal together. Thrilled at the opportunity to help alleviate hunger for so many families, Andrew says, “I couldn’t dream of working on anything else.”

In 2011, Forbes Magazine named Andrew in its “Impact 30” list of the world’s leading social entrepreneurs — individuals who “use business to solve social issues.”

ALUMNI SPOTLIGHT:

PURSUING A PASSION. CHANGING LIVES.

ALUMNI SPOTLIGHT:

EMPOWERED TO ACT. MOTIVATED TO MAKE A DIffERENCE.

42

Doing business would be much easier if the world were linear, unilateral and homogenous. It isn’t. The world is multidimensional, multinational and multicultural. The professional and personal lives of Kellogg students are correspondingly complex and varied.

That’s why we offer options that help our students find the ideal balance among professional, educational and personal goals. Wherever you are in your career — and your life — and whatever your academic goals and professional priorities, you can tailor a Kellogg MBA program to fit.

Some students choose to immerse themselves in our Full-Time MBA Program, earning the degree in two years. Other students decide to continue their careers while studying toward their degree in our Part-Time and Executive MBA programs.

Students whose undergraduate or graduate business education fulfills core prerequisites may choose an accelerated option in our immersive One-Year Full-Time Program or our flexible Part-Time

Program.

Regardless of the path you choose to follow, your destination remains the same:

THE KELLOGG MBA. IRREfUTABLY ONE Of THE MOST RESPECTED AND VALUABLE ACADEMIC CREDENTIALS IN THE WORLD Of BUSINESS AND BEYOND.

SET YOUR SIGHTS. CHOOSE YOUR COURSE Of ACTION.

25-31

25-40

32-50

full-time

part-time

executive

20 50

20 50

20 50

10+2.5+

full-timepart-time

executive0 YEARS

20 YEARS2.5+

typical age range of kellogg students:

years of Work experience:

43

full-tiMe, tWo-year Mba prograM basani maluleke

“TO TRULY KNOW WHO I WAS AND WHERE I WANTED TO GO, I KNEW I HAD TO PULL MYSELf AWAY fROM THE ORDINARY AND IMMERSE MYSELf IN THE ExTRAORDINARY AT KELLOGG.”

kellogg’s full-time program is geared toward professionals who want the opportunity to immerse themselves in an mba program.

part-tiMe, saturday Mba prograM anita gutwein

“I’D REACHED A CAREER PINNACLE, BUT COULDN’T ADVANCE WITHOUT AN MBA. THIS WAS A COMPLETE AND INTENSIVE PROGRAM ON A PART-TIME SCHEDULE. I COULD ACTUALLY BRING BACK WHAT I LEARNED ON THE WEEKEND AND APPLY IT ON MONDAY.”

the part-time program is ideal for working professionals who want to advance their careers by earning the kellogg mba.

executiVe Mba prograM wendy longwood

“I RESEARCHED OTHER SCHOOLS, BUT ONLY APPLIED TO KELLOGG. I SOUGHT A COMBINATION Of HIGH qUALITY, REPUTATION, GENERAL MANAGEMENT EMPHASIS, TEAMWORK AND NETWORKING ExPERTISE. I fOUND IT HERE.”

the executive mba program is designed for mid-career professionals who have functional expertise in their chosen fields and seek to advance professionally.

44

fIND YOUR fIT AT KELLOGG. WHETHER YOU CHOOSE OUR fULL-TIME, PART-TIME OR ExECUTIVE MBA PROGRAM, YOU’LL ENjOY THE SAME UNPARALLELED LEADERSHIP EDUCATION, TAUGHT BY THE SAME ExCEPTIONAL fACULTY, ENRICHED BY LASTING RELATIONSHIPS AND GROUNDED IN THE DISTINCTIVE KELLOGG CULTURE.

fULL-TIME MBA PART-TIME MBA ExECUTIVE MBA

typical age range

years of Work experience

gMat required

prograM, schedule

options and tiMe to

coMplete degree

prograM oVerVieW

international study

25-31

2.5+

yes

2-year prograM

1-year prograM

MMM (Mba+MeM), 2 years

jd-Mba, 3 years

a full-time program of study with multiple program options:

2-year: strong business core, multiple majors, wide-ranging courses

1-year: accelerated completion, core prerequisites, wide-open choice of electives

MMM: dual degree, Mba and Master of engineering Management

jd-Mba: dual degree from kellogg and northwestern school of law

yes

25-40

2.5+

yes

eVening prograM + Monday – thursday 6:00 p.m. – 9:00 p.m. + 2 – 5 years

saturday prograM + every saturday 9:00 a.m. – 4:30 p.m. + 2 – 5 years

accelerated option + students with core prerequisites + saturday or evening program + 1.25 – 4 years

for working professionals seeking to advance their careers with a kellogg Mba while remaining actively employed.the part-time program’s flexibility offers multiple options: saturday or evening program, up to three courses per quarter, an accelerated option for those enrolling with core prerequisites, broad range of majors and courses, and other ways to tailor the program of study to individual career goals and lifestyles.

yes

32-50

10+

no

septeMber start, eVanston + twice monthly + friday – sunday + 2 years

septeMber start, MiaMi + once monthly + thursday – sunday + 2 years

january start, eVanston + twice monthly + friday – saturday + 2 years

january start, MiaMi + once monthly + thursday – sunday + 2 years

for senior and midcareer executives desiring to hone their leadership skills and broaden their business knowledge across multiple disciplines. the general management curriculum promotes direct interaction with world- class faculty members and close collaboration with fellow students, each an experienced, highly motivated professional focused on maximizing the learning experience.

yes

45

ADAM GINSBURGH

PROGRAM STATUS: part-time, evening program

UNDERGRADUATE EDUCATION: economics and mathematical methods in the social sciences

WHERE LEARNING AND LEADING CONVERGEI’ve always enjoyed my work in private wealth management at Goldman Sachs. Over the past several years, I’ve assumed greater responsibility, and now I serve as the business unit manager of our Midwest business. Previously, I only managed analysts. Today, I help manage larger, more complex teams, which requires a markedly different skill set.

Kellogg’s Part-Time MBA Program was the ideal fit for my schedule. I could continue my career growth and advance my education at the same time. Obviously, I’ve made choices — there are only 168 hours in the week — but I have learned to successfully prioritize what I need to accomplish on the job and at school. Ironically, many times my two priorities seemed to converge. For instance, I was learning about performance reviews in class while

I was writing reviews for my team. What I learned in class absolutely changed my approach.

My Kellogg training has helped me take on new challenges and responsibilities at work. I’ve also learned how to manage better through crises and the importance of keeping people motivated and focused. I’m no longer limited to analyzing our business; developing people has become a natural extension of my talents.

46

IT IS AN ExPERIENCE SO DISTINCTIVE AND ENCOMPASSING, IT CAN ONLY HAPPEN AT KELLOGG. It takes place virtually around the clock, inside and outside the classroom. It imposes no national borders, and the opportunities for intellectual development are unlimited.

The Kellogg experience is enlivened by student organizations, energized by leadership opportunities, enriched by diversity in all its forms — intellectual interests, culture traditions and life experience — and infused with social interaction. It is inspired by the global leaders, world-renowned scholars and distin-guished alumni who visit our campuses regularly.

SEE fOR YOURSELf IN PERSON.Many students say that their in-person visit to Kellogg was the defining moment in their MBA decision. It could very well be yours. Try to schedule

your visit when classes are in session so you can see firsthand the dynamic nature of the academic experience. Plan ahead so you can meet and inter-act one-on-one with future fellow students, take a student-led campus tour, or join an interactive information session led by an admissions officer.

begin your planning by selecting your kellogg mba program of choice at kellogg.northwestern.edu

MAKE A VIRTUAL VISIT NOW.Can’t visit or don’t want to wait? Each Kellogg program — Full-Time, Part-Time and Executive MBA — offers a wealth of online resources designed to make your virtual visit as informative and rewarding as possible.

Depending on the program you choose, you’ll find video galleries, student diaries, faculty profiles and blogs, admissions events, sample classes, alumni profiles, Kellogg publications and much more.

launch your virtual visit at kellogg.northwestern.edu

THE KELLOGG WAY

47

start here // kellogg.northwestern.edu/FullTimeMBA

Which prograM is right for you? // Compare our Two-Year, One-Year, MMM and JD-MBA Full-Time programs: kellogg.northwestern.edu/FT-Compare

introduce yourself // Sign up for a Kellogg Connection account, a personalized online portal about our Full-Time MBA programs: kellogg.northwestern.edu/KelloggConnection

attend an eVent // Meet our admission officers, alumni and students at events in your city or online: kellogg.northwestern.edu/FT-AdmissionsEvents

eMail // Answer your admission and application pro-cess questions by emailing the Office of Admissions: mbaadmissions@kellogg.northwestern.edu

read our blog // Learn what life is like as a Kellogg student: kelloggmbastudents.wordpress.com

doWnload a VieWbook // Explore our Full-Time programs in more depth: kellogg.northwestern.edu/

Programs

start here // kellogg.northwestern.edu/PartTimeMBA

attend an eVent // Meet our admission officers, alumni and students at events in your city or online: kellogg.northwestern.edu/PT-AdmissionsEvents

Watch our Video gallery // Learn more about our students or view a class: kellogg.northwestern.edu/

PT-VideoGallery

schedule a Visit // Get a feel for Kellogg by attending a Saturday or evening class: kellogg.northwestern.edu/

PT-Visit

doWnload a VieWbook // Explore our Evening and Saturday programs in more depth: kellogg.northwestern.edu/Programs

eMail // Answer your admission and application process questions by emailing the Office of Admissions: PartTimeMBA@kellogg.northwestern.edu

apply noW // Ready to start? Use our checklist to assist you in the application process: kellogg.northwestern.edu/PT-Apply

start here // kellogg.northwestern.edu/EMBA

attend an eVent // Meet our admission officers, alumni and students at events in your city or online: kellogg.northwestern.edu/EMBA-InformationSession

What others are saying // Read testimonials from students, faculty and alumni: kellogg.northwestern.

edu/EMBA-Testimonials

read our blog // Learn what life is like as an Executive MBA student: kelloggembastudents.

wordpress.com/

doWnload a VieWbook // Explore our Executive MBA Program in more depth: kellogg.northwestern.edu/

Programs

eMail // Answer your admission and application process questions by emailing the Office of Admissions: emba@kellogg.northwestern.edu

apply noW // Start the application process by scheduling a personal interview: kellogg.northwestern.edu/EMBA-Interview

ONLINE RESOURCES: fULL-TIME MBA PROGRAM

ONLINE RESOURCES: PART-TIME MBA PROGRAM

ONLINE RESOURCES: ExECUTIVE MBA PROGRAM

48

THIS IS YOUR TIME.YOUR TIME IS NOW.

Kellogg prepares students to thrive in any business climate. Our students graduate ready to build strong organizations, lead courageously and make an enduring mark wherever they go. At what point will you join our community of brave thinkers?

THINK BRAVELY. START HERE.

Cert no.

XXX-XXX-000

Kellogg school of managementNorthwestern University

Donald P. Jacobs Center2001 Sheridan Road | Evanston, IL 60208-2001847.491.3300 | MBAadmissions@kellogg.northwestern.edu kellogg.northwestern.edu