Two MBA Students Shortlisted in Child Cancer Challenge

Rekha Iyer, MBA 15

Rekha Iyer, MBA 15

A comment from a doctor at a children’s cancer hospital in Bangladesh moved Rekha Iyer and her international team of MBA students to action.

The doctor said most of the families seeking care for their children make less than $2 per day. When they find out cancer treatments cost $10,000 to $15,000, they go home and cry “because they realize they can’t do anything for their child,” he said.

“As a parent, that doctor’s words really resonated with me,” Iyer says.

Iyer, MBA 15, is one of two Evening & Weekend Berkeley MBA students shortlisted in a Financial Times competition to develop business plans for the British nonprofit World Child Cancer (WCC).

Matt Volm, MBA 16, is also among the 40 students on seven finalist teams in the Financial Times MBA Challenge. The teams were tasked with coming up with recommendations for the long-term sustainability of WCC’s programs in developing countries.

WCC partners with hospitals and healthcare workers in Africa, Asia, and Central America to increase children’s access to drugs and treatment.

Challenge winners will be announced in October.

Matt Volm, MBA 15

Matt Volm, MBA 16

“I got involved to have an opportunity to evaluate a major healthcare issue at the global level for a great cause,” says Volm. “I knew my finance background would help, as a lot of times the hardest part about a problem is putting solid data around a potential solution.”

Volm’s team of seven includes students from Nigeria and Europe. Their project, Ripple, is focused on Ghana, where child cancer patients have limited access to drugs and treatment is prohibitively expensive.

Iyer’s team, Cut Out Cancer, developed a plan to use mobile technology to help the Bangladeshi hospital raise funds.

When Iyer came across the competition online, she saw it as an opportunity to test her skills and new career direction.

With a background in pharma and biotech, she plans to use her MBA to pursue a career in healthcare and social impact.

“The charity that we are partnering with brings my interests together,” she says. “It’s more and more important for an NGO to be run with the same discipline as a business.”

Each team must have representatives from the Americas, Asia, and Europe. Both Volm and Iyer said the experience of working with an international team has been rewarding—and also a logistical challenge.

“The international perspective that my team members bring is truly amazing and I’ve been able to learn so much from simply interacting with them,” Volm says. “The most difficult part has been coordinating schedules. Having team members in Africa and Europe can mean some pretty early morning conference calls.”

Read more about the Financial Times MBA Challenge.

 

Slideshow: Full-Time MBA Week Zero Highlights

Full-time MBA Week Zero was a whirlwind!

The star-studded speaker lineup included A’s General Manager Billy Beane and Mets General Manager Sandy Alderson; Indiegogo co-founder Danae Ringelmann, MBA 08; IDEO General Manager Tom Kelley, MBA 83; Gap CFO Sabrina Simmons, BS 85; and tech evangelist and author Guy Kawasaki. In addition to a crash course in all the program essentials and lots of chances to mingle, students put in some heavy lifting at the Alameda Point Collaborative housing organization for homeless families, and had lots of goofy fun at the Cohort Olympics.

Check out some of the highlights:

 

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Congratulations to Week Zero coordinators extraordinaire Chad Brinton, Katie Benintende, and Gorka Vigara de Otazu, all MBA 15!

MBA Internships: Design Thinking in Practice at IDEO

Sandeep Pahuja, MBA 15, is interning with global design consultancy IDEO in San Francisco. Here’s an account—in his own words—of his experiences as a business designer in the Food Studio.

Man on the street: Sandeep conducts ethnographic research for a consumer packaged goods IDEO client.

Man on the street: Sandeep conducts ethnographic research for a consumer packaged goods IDEO client.

Student: Sandeep Pahuja, Full-Time MBA 15

IDEO because: During Orientation Week (exactly one year ago!), IDEO Partner and Berkeley MBA 83 Alumnus Tom Kelley spoke about IDEO and design thinking. I had certainly heard of IDEO, but this was the first time I heard someone really explain the company in detail. It immediately became my dream internship. I sought out the role of business designer because it is the perfect blend of creativity and strategy.

Excited about: IDEO’s human-centered design approach starts with understanding user needs by talking with and watching users in context. I was thrilled to do ethnographic research this summer and engage with potential users directly.

For one of my projects, we worked with a large consumer packaged goods (CPG) company to help them enter a new category by creating a new brand and products. We made numerous prototypes to take out in the field and show to people. We were able to talk to more than 140 people in a few days about the brand and prototypes we were working on.

It was incredible to get feedback from that many people so quickly—it forced us to rethink some assumptions. It was an unbelievable learning experience that informed how we proceeded.

A highlight: The magic of IDEO comes from interdisciplinary teams. One of my teams included industrial product designers, graphic designers, a writer, a food scientist, an anthropologist, a former brand manager, a former Google product manager, and me. When you put together a team like that, you have everyone looking at problems from a different angle, and generating totally different ideas about how to attack them. It creates an incredibly rich environment that is very exciting.

Being surrounded by smart and talented people every day has been amazing, and getting to dive deep on problems with smaller teams has been enlightening.

Inside IDEO: The culture at IDEO is weird in the best way possible. Like Haas, IDEO has its own core values: be optimistic, collaborate, embrace ambiguity, learn from failure, make others successful, take ownership, and talk less/do more. Taken together it’s creative, informal, fun, serious (in project spaces), transparent, random, and rebellious. IDEOers are constantly sharing, learning, and doing.

Every day we get at least one company-wide email from an IDEOer is seeking inspiration for a project, and the whole company gets many thoughtful responses. We have Google groups where people post links to the things they believe are worth sharing. IDEOers take it upon themselves to help others learn new skills. This summer, we’ve had IDEOers from our China and Japan offices come in to share not only their amazing work but also what they’ve been challenged by in their countries. I love that people are always willing to help out, coach, and teach.

Design humor

Design humor

One example of random fun at the office: one of our bathrooms has a chalkboard wall that has different questions on it. Right now the question is “what do you collect?” In true IDEO fashion, there are many different answers on Post-it notes, but my favorite has to be the hilarious collection of corny jokes. It’s the little, random things like this that really add to the IDEO culture.

Haas skills applied: Most new problems we face are different from the last ones, and they challenge us to look for different angles. Design thinking enable teams to turn big, unwieldy problems into digestible chunks. Thankfully, Haas teaches design thinking in the core program with Problem Finding, Problem Solving, so I was able to start my internship already having been through parts of the process.

Advancing career goals by: My #1 goal a year ago was to work at IDEO and really get into the design-thinking process. I’ve been lucky enough to have an incredible experience at IDEO this summer that has let me do both. Coming back to Haas, I plan on taking as many opportunities as possible to practice design thinking and to keep developing my skills.

 

MBA Internships: Consulting on Main Street

KoryMBAX_barrel

Wine by the barrel: Kory rolls up his sleeves at Brooks Winery in rural Oregon, where his MBAs Across America team did a comprehensive cost and break-even analysis.

Student: Kory Vargas Caro, MBA 15

Interning with: MBAs Across America, a startup organization that’s sending teams of business students on six-week summer road trips to both help and learn from small entrepreneurs.

This is the inaugural year of the program, which was started by four Harvard MBAs who gave the idea a test drive last summer.

Before the trip, Kory and his teammates identified, screened, and selected six entrepreneurs with specific business challenges. They’re now traversing the country, from Montana to Colorado to Detroit to North Carolina, spending one week on each project before hitting the road to their next gig.

Their projects have included  a comprehensive cost and break-even analysis for a winery, and a go-to-market plan for a line of custom guide-dog harnesses, and a shipping and distribution strategy for a subscription box service—focusing on hand-crafted products from Nashville—that is expanding to five new states.

MBAxA because: “People forget that small businesses are the largest engine of growth in America, and the largest providers of jobs. These are people who are having a positive impact in their communities, yet they are often overlooked.”

“Our team particularly wanted to focus on women and minorities. I was a small business owner (political fundraising and organizing), so this is an opportunity to combine the tools that Haas has given me with real-life experiences to help people who are just like me.”

Excited about: “Getting the chance to meet impressive small business owners in areas I’ve never visited. The people we’ve worked with are leading the way on how entrepreneurship should be done. In Bozeman, Montana, we worked with the owner of a café and pizzeria who was pushing the envelope on farm-to-table dining in her community. We worked with a winery owner in rural Oregon who was building a $1.2 million tasting room that would transform the Valley into a destination for wine tasting, helping out local wineries in the area.”

Highlight so far: “The strength of the team. We’d never met or worked together before. Now we’re spending 24-7 together on the road. We’ve gotten closer. The work has gotten stronger. We understand each other’s strengths. In Detroit we met the other teams on the road. It was a great learning moment for me, when we got to share our experiences with one another. I’m very thankful for being exposed to this movement and making these friends and building this amazing network.”

Team Ross/Haas and Tiffany Lach, the owner of Sola Cafe in Bozeman, Montana.

Team Ross/Haas and Tiffany Lach, the owner of Sola Cafe in Bozeman, Montana.

Haas skills applied: “Team Haas/Ross is the only mixed-school team, and that has turned out to be a big advantage. It’s also helped me see what we do well at Haas. We put a lot of emphasis on teams, and we really do lead the way in design thinking.

I’ve put this into practice every day. The first day, we just ask questions and we take notes. Questions like: can you help me understand why this is important to you? We keep asking questions, and we look at the assumptions underneath. Is it true that you have a bottleneck here? Is it true that the technology you have isn’t working for you? Instead of people telling us what they want us to fix, we start by making sure it’s the right problem.”

Big takeaway: “I came into this knowing nothing about wine, nothing about restaurants, nothing about dog collars. I still know just a bit about them—but now I know the questions you need to ask. Once you get to the problems and get through to the answers, the rest is mechanical. With a few more experiences in other industries, I could do absolutely anything.”

Advancing career goals by: “I came into Haas wanting to explore the world of entrepreneurship. Having been a small business owner, I knew I would eventually start another business. This trip has helped solidify my belief that I’ll end up in the start-up world. This is where I’m most happy. I’m recommitted to the path I started on.”

Read the Ross/Haas team’s blog posts here.

Read about the team’s week at Brooks Winery in Oregon’s Statesman Journal, and in the Denver Business Journal.

MBA Internships: Thinking Big at Amazon

You don't need to work at Amazon to use an Amazon Locker. Jesse Silberberg MBA '15, is interning as a senior product manager.

You don’t need to work at Amazon to use an Amazon Locker. Jesse Silberberg, MBA 15, is interning as a senior product manager.

Student: Jesse Silberberg, MBA 15

Internship: Senior Product Manager with Amazon’s Kindle Education group. “We are responsible for building eTextbook functionality for Kindle, and study features including Flashcards, X-Ray and Notebook. I’m focused on making Kindle an even more powerful tool for students.

Amazon because: “I came into Haas with a passion for education, innovation and technology, and I’m getting to work on all three at once. I was excited to get experience working in product management, which involves interfacing with folks across different functions, including business, engineering and UX. In addition, Amazon has a reputation for giving interns ownership of really meaningful projects, and I was also excited to push myself to deliver something that would make a difference for the company and its customers over the course of my 11 weeks here this summer.”

Thrilled about: “Outside of my core project, I’ve had the chance to interact with the company’s most senior leaders, each of whom spend an hour with the MBA group talking about their experiences and answering questions in an informal setting. I’ve learned a lot from how they’ve approached their careers and solved challenges of a huge scale. It’s great motivation to push myself on what I can achieve as a leader.”

Highlight so far: “In the third week of my internship I had an hour to present my early thinking at a weekly meeting of product managers from across the Kindle group. They were supportive of what I was working on at a high level, but dug into the holes in my argument in a really constructive way. Their feedback helped me figure out the right questions to answer far more quickly than if I was working through the challenge on my own.”

Inside Amazon: “Amazon takes a lot of pride in its Leadership Principles, and uses them to make decisions on a daily basis. My favorites are “Think Big”, “Bias for Action,” and “Have Backbone; Disagree and Commit.” They give everyone at the company, including interns, the grounds for taking a stand on a big idea, and it makes the work that much more exciting.”

Applied learning: “Everything Amazon does is in service of its customers, so for my project I wanted to get input from customers as quickly as possible. I held a focus group with students and brought some Haas flair to its execution, using design thinking tactics (and Post It notes) to push participants to really think outside of the box.”

Advancing career goals by: “From an exposure perspective, I had worked for an early stage ed-tech startup before school, and it’s great to work this summer for a much larger company to compare and contrast the two experiences. From a skill perspective, I’m flexing a lot of different muscles—customer interviews, survey design, data analysis, feature scoping—and getting feedback on my work from product managers, designers and developers. To sum it up, I’m doing— and learning—a ton.”

Warm Buttered Pretzels: Insights from International Consulting Trips

nutrimental1

Brazil

From Kenya to Kazakhstan to South Africa to Singapore, full-time MBA students crisscrossed the globe this summer on International Business Development consulting trips.

All told, 23 teams traveled to 18 countries to complete projects they had spent months preparing for.

Their projects were as diverse as the countries they visited. A sampling: introducing mom-and-pops in India to SAP’s modern retail systems; developing a go-to-market plan for a cloud encryption product, improving distribution for a leading lab equipment vendor in China, and building market strategies to combat diarrheal disease in Tanzania.

While the content of their work varied widely, all the trips had a common theme: students picked up fascinating insights on international business culture. For example, the team working with SAP Labs in India blogged about the surprises they found from start to finish:

haas-at-the-taj“We walked into Bangalore anticipating another version of Silicon Valley on the other side of the globe. We were not prepared for what we came across, a city that was both developed and yet steeped in so much tradition, both modern and yet traditional, and altogether unpredictable. What we learned over the next three weeks was that this would be a theme rippling across our experiences in India.”

Pretzels, not muffins, at meetings in Munich

Pretzels, not muffins, at meetings in Munich

Another team, which stopped to meet with a strategic partner in Munich on the way to advise a startup in Moscow, found warm buttered pretzels waiting for them in a conference room. They were impressed when the CEO leading the meeting left the room, returned with a small toolkit, and repaired a malfunctioning air-conditioner knob—all without stopping the conversation.

“I guess the idea that no task is too small when you’re the CEO of a small company is cross cultural,” the students wrote.

Students found that in Thailand, clients prefer to build a relationship before getting to the task at hand, while in Moscow, it’s straight to business. Even so, Muscovites take lunch seriously, and would never eat at their desks unless it’s absolutely necessary.

To read more of the teams’ blog posts on their projects and adventures, visit Haas in the World.

MBA students bring home gold for diversity T.E.A.M.-work

TEAMwin

Kory and Nikita show off the T.E.A.M. trophy.

Berkeley MBA students working to increase minority representation and leadership at Haas and beyond have brought home the highest honor from the country’s largest and oldest business diversity organization.

The group also won $10,000 to build on their work for the Consortium for Graduate Study in Management.

Nikita Mitchell, Kory Vargas Caro, and Dan Wong, all MBA 15, accepted the T.E.A.M. (Together Everyone Achieves More) trophy earlier this month on behalf of Haas Consortium students. The three students served as liaisons to the organization this year.

“We were determined. For us, it was the way to prove to the Consortium that Haas is very serious about this work,” Mitchell says.

Established in 1966, the Consortium is an alliance of schools and corporate partners committed to reducing the under-representation of African-Americans, Hispanic Americans, and Native Americans in the ranks of upper management. It provides merit-based, full MBA-program fellowships to top candidates who have proven records of promoting inclusion in their schools, jobs, or personal lives.

Haas has been a longstanding member of the Consortium. There were 43 Consortium fellows in the Haas MBA program last year. Twenty-eight more will arrive this fall, bringing the total to 52.

The Haas group competed against 16 other b-schools for the hefty gold trophy.

Consortium fellow selfie

Consortium fellow selfie

To win, the group had to demonstrate their success in fundraising, community building, and fulfilling their duties as Consortium liaisons. They did much more:starting with a strategy meeting at the beginning of the school year to determine their goals and priorities as a group. Their activities included organizing school-wide social events; building a new leadership model for the group; organizing treks with other member schools; and taking an active role in the admissions process to increase the number of fellows who chose Haas.

In addition, the last two Consortium cohorts have stepped into more Haas leadership roles than ever—including Mitchell, who is the first African-American woman to serve as president of the MBA Association.

Mitchell said the race for the T.E.A.M. trophy is a different kind of competition.

“Everyone is happy for whoever wins, since we’re all working for a cause that we all believe in,” Mitchell says. “But at the end of the day, you want to prove that you are the school that is working the most passionately toward the Consortium’s mission.”

 

 

From student to startup

In the full-time MBA class of 2014, there at least nine serious startups percolating—and probably half a dozen more emerging. Many of the students who have pursued startup ideas while at Haas hedge their bets by accepting a full-time job offer, with plans to work on their venture in their spare time. But a few are jumping in with both feet.

Jesus Nieto Gonzalez, Mercadero

Jesus Nieto Gonzalez on the Pacaya volcano in Guatemala during a 2013 trek. Photo by Peter Brock, MBA 14.

Jesus Nieto Gonzalez on the Pacaya volcano in Guatemala during a 2013 trek. Photo by Peter Brock, MBA 14.

The Spanish make beautiful shoes. And people still buy them in shops. And, about one-third of those shops are small and local.

That’s why Jesus Nieto Gonzalez chose the Spanish shoe industry to test-launch the inventory management system he’s developing.

Jesus, who has a background in electrical engineering and worked in the Spanish telecom before coming to Haas, plans to return to his native Spain after graduation to build his startup full-time. He’s calling it Mercadero, from the ancient Spanish word for merchant.

“Offline commerce has a much bigger presence there, and one of the things I noticed when I was doing my research is that they still do things with pencil and paper. They don’t have a good system for tracking what they have in the store,” he says. “Now with the cloud and tablets, a small businesses can afford to go digital.”

Inventory management is critical to shoe retailers: if a shop doesn’t have the right size, a customer will go elsewhere. And keeping track of what’s in the storeroom is no less crucial for many types of small businesses–which gives Mercadero lots of opportunities for expansion once Jesus brings it from prototype to product.

Jesus says he moved across the globe to attend Haas because of its reputation for entrepreneurship and technology. The school did not disappoint: he learned about strategy in David Charron’s Business Model Innovation course, how to build mockups and use analytics in Design and Development of Web-based Products and Services, and how to approach investors in Toby Stuart’s Entrepreneurship. He has already taken the first steps to cultivate VC’s in the small Spanish investor community.

“Haas is the place to learn how to start something,” he said. “This is something I really want to do, and I need to try it.”

Albert Lucius and Agung Nugroho, KuDo

AgungAlbertLondon

Albert and Agung on a 2013 exchange to the London Business School

These high school friends from Indonesia who ended up at Haas together plan to return home to build an electronic point-of-sale system that “transforms the shopping experience of consumers in Indonesia, where credit cards are virtually non-existent.”

They came up with the idea through their travels at Haas. “We viewed how payment systems are done in different parts of the world—in developed countries such as USA, UK, and Japan as well as emerging markets such as Morocco, Turkey, and Thailand. We want to bring the best of technologies in the developed market and apply them to address some of the restrictions and problems in the emerging market,” Albert says.

kudo_scale“The idea is that customers can find products from any of our e-commerce partners at KuDo machines located at retail stores. For example, instead of ordering online, you could use cash at a store like Walgreens to buy products sold by other stores such as Amazon.”

Prior to Haas, Agung worked at BCG Indonesia as a consultant, and he has postponed a new job there for a year. Albert, who had worked as a product designer at Apple in the U.S., will devote himself to KuDo full-time.

Kyle Rudzinki, Karmic

While climbing Mount Kilimanjaro over winter break, Kyle decided to pursue Karmic full-time.

While climbing Mount Kilimanjaro over winter break, Kyle decided to pursue Karmic full-time.

Using business to do good was always Kyle Rudzinki’s goal. He came to Haas from the Department of Energy, where he managed investments in innovative solar startups, and he planned to continue his career in clean energy and sustainability.

But just before his final semester, he stumbled on an idea that caused him to pivot in a completely different direction.

It started one evening with a Facebook post that reminded him of the power of asking for what you want. A classmate put out a call on for others to join him at a local radio station’s dance competition. Another replied that that she it was one of her life goals to do the same thing. Thus was born Haasies Helping Haasies—which has since morphed into Karmic. It has become Kyle’s new path.

“Karmic is my sole focus,” he says. “Ultimately the reason I’m building it is because of what it can do for people. It’s about taking online connections and bringing them offline, helping people to live more fulfilled lives,” he says.

The idea behind Karmic is that if people share their unfilled aspirations—whether openly or anonymously—someone within their social networks can probably help realize them. That proved to be the case with Haasies Helping Haasies. Students posted desires such as meeting Sheryl Sandberg, learning to surf, and even hugging a panda. “With such a talented group of people, someone was likely to have the connections to make these things happen. And they did.” More than five times as many offers to help were made as requests.

Kyle brought the concept to his Intrapreneurship class in November, which earned him an invite to Facebook. “That gave me an entrée into the VC world,” he says.

He’s now pursuing Karmic as a new platform, and leveraging his last semester to propel it forward. He’s tapping Berkeley talent through his courses in new venture finance, marketing research, and developing web products and services. Haas faculty outside of his courses are also lending their expertise and advice—from brand gurus Bill Pearce and Lynn Upshaw to startup experts Toby Stuart and Rob Chandra.

“I’m building all the scaffolding, so no matter what the edifice ends up being, I’ll have all the tools to build something great,” he says.

Ben Hamlin, OurTown

Ben came to Haas to study double-bottom-line businesses. He spent most of his time focused on social impact investing, hoping that an idea would emerge for a social enterprise to start.

Ben Hamlin at O-week

Ben and classmates during O-Week public service day

It wasn’t until his final semester—after he had registered for classes—that he hit on the concept. He was on BART with a classmate, tossing ideas back and forth to answer the question: in 100 years, what would be the ideal way to create and operate a local business?

“I started thinking about the high failure rate for local businesses. How could this be improved through technology? What if demand came before supply? What if local business owners knew what the community wanted before they ever made capital investments?”

That was the seed of OurTown—Ben’s working title for an online platform that will improve local businesses through engagement with local consumers and other local businesses. Inspired by his parents’ mom-and-pop, Ben, a former associate at Bank of America Merrill Lynch, believes he has landed on a solution to help mom-and-pops everywhere.

“Today, local entrepreneurs make business decisions and then consumers vote with their wallets. They take undue risk because they don’t fully understand demand, and they don’t share information. By collaborating with consumers and each other, they could do much better,” he says.

Ben plans to work on the venture full-time post-graduation. In his last few months at Haas, he’s taking advantage of every resource he can. He says last year’s Entrepreneurship and Problem Finding, Problem Solving classes have been invaluable. He also took Steve Blank’s Lean Launchpad class online. He’s now working closely on OurTown with Whitney Hischier, Lecturer and CEE Faculty Director, through an independent study.

“I’m trying to tackle a big, complex problem using the tools taught by the Haas curriculum,” he says.

Cross-Campus Collaboration + Innovation = 1st Place in Tech Challenge

Dirk de Wit, Kiki Liu, and Charles Guo (left to right), winners of the Tech-to-Market Innovation Challenge

Dirk de Wit, Kiki Liu, and Charles Guo (left to right), winners of the Tech-to-Market Innovation Challenge

The competition: Tech-to-Market Challenge, organized by the Berkeley-Haas European Business Club and sponsored by Orange Silicon Valley and Qualcomm Technologies.

The outcome: First-place win and $4,000 grand prize

The team: Charles Guo, MBA 15, Berkeley School of Information student Kiki Liu, and Dirk de Wit, a visiting I-School student from Eindhoven University of Technology in The Netherlands

The challenge: Students competed against teams from across campus to develop biz and tech strategies that capitalize on the emerging LTE Direct mobile standard. LTE Direct employs “ambient awareness,” which allows mobile devices to passively monitor broadcasts from other devices within several hundred meters. The technology opens up possibilities for hyper-local mobile advertising, a burgeoning industry expected to grow into the billions.

What made them winners: The team recommended that the competition sponsors adopt a platform they called “Connect Better,” which would allow retailers to attract consumers into their their stores by pushing out real-time offers and promotions. For example, a shopper strolling through a mall on a hot day might get an alert for a deal on a on a double Java Chip Frapuccino from Starbucks or a Ben & Jerry’s ice cream cone.

Charles said the team’s go-to-market strategy to get the full range of potential users–telecoms, advertisers, brands, and mobile device users–to adopt the advertising platform distinguished their project from others.

Working in an interdisciplinary team was a big advantage, he said. “Everyone brought a unique view and skill set to the team. Our team was able to successfully balance technical and business perspectives in every part of our decision making,” he said. “Working with a data scientist and a programmer also gave me a glimpse of the environment that I would encounter during my internship with HP this summer.”

The H-factor: “This was an innovation case competition so we used several brainstorming approaches from Problem Finding, Problem Solving to generate use cases ideas and business models,” he says. “I was also exposed to a variety of business models through the cases we examined in Toby Stuart’s Entrepenurship class. Exposure to numerous models really helped me mix and match concepts to form our business model.”

MBA Students Score Big in Soccer, Trivia in Challenge for Charity

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Berkeley MBA students showed their prowess in soccer and trivia during the annual Challenge 4 Charity (C4C) Sports Weekend last month.

Nine West Coast business schools competed in physical and mental challenges at Stanford while raising funds for the Special Olympics and local charities.

Berkeley-Haas came in first with fancy footwork (and head and knee moves) in soccer. In addition, a quartet of Berkeley MBA students won the trivia competition. Overall, Haas came in third in the entire competition.

Haas students also flexed their musical muscle on stage in the final performance of David Haaselhoff and the Four Chord Principles, a band whose name is a play on the school’s four Defining Principles.

This year, Berkeley MBA students raised more than $69,000 ($30,000 of which was donated to Philippine’s Disaster Relief) and worked numerous volunteer hours for the Special Olympics; the Alameda Point Collaborative, a nonprofit dedicated to providing housing for and aiding the homeless or those at risk of homelessness; and Reading Partners, a nonprofit dedicated to improving children’s literacy rates through weekly mentorship.