24 All In SUMMER 2019 - UC Berkeley
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S U M MER 2 0 1 9 24 All In The path to a diverse and inclusive Haas Plus: NATION BUILDING P. 18 MANAGING GEN Z P. 14
TEN
2
1
How do a
How can my company’s
Native actual, day-to-day culture
American be assessed?
tribe’s PAGE 12
finances
work?
4
PAGE 18
TAKE AWAYS What your
3 earthquake 5
kit can do Am I drugged out
without on information?
PAGE 45 PAGE 7
6What’s it like to be
a black student at Haas?
PAGE 30
7 10
How to find
top talent Are there
for your company
PAGE 54
big bucks
Why your management style
in carbon-
may not work for Gen Z 9 removal
PAGE 14 What may be solutions?
missing from PAGE 48
8 Are parking your job
lots the new negotiating
investment oracles? strategy
PHOTO: M ICH AEL H ANSON; ILLUSTRATIONS: DRUE WAGNER
PAGE 8 PAGE 11
The Students Always
mindset of MATTHEW
MASTHEAD
WADHWANI, MBA 13, is Ute Frey Nancy Davis Kho; Andrew Contact: SUMMER
key to him succeeding Executive Editor Faught; Carol Ghiglieri; letters@haas.berkeley.edu
as the assistant tribal
2019
Bree Jenkins, MBA 19; Brit- Berkeley Haas Magazine,
financial officer for Amy Marcott
tany King; Kate Madden Yee; UC Berkeley
the Puyallup Tribe of Managing Editor
Sam Zuckerman 2001 Addison St., Ste. 240
Indians. In his role, he EmDash Art Director Berkeley, CA 94704
needs to have exper- Berkeley Haas is published
Staff Writers Laura Counts, three times a year by the Haas
tise in everything from
Kim Girard
B 1
commercial real estate School of Business, University
of California, Berkeley. Cover:
to investment strategies Contributing Writers
Illustration
to casino technologies. Michael Blanding; Address changes: by Michael
Krysten Crawford; alumni@haas.berkeley.edu Austin
Berkeley HAAS SUMMER 2019
All paper from sustain- Goal #4
Smaller headline=confidence able forests and 100%
recycled and recyclable Champion an
without attitude; new mast- authentic and
head emphasizes cover art, diverse array EDITOR’S LETTER
lets it speak for itself of voices
Finding the
Haas/Berkeley
connections noted
Essence of Haas
throughout mag; Or: What happened to my alumni magazine?!
Takeaways high-
light useful info
Goal #1 BY AMY MARCOTT
Deepen connections Engaging, large
among alumni, images showcase Y
foster pride Haas happenings
worldwide overhaul, and we’re happy to unveil the results. We approached this redesign
holistically, rethinking how we present content so you can extract what’s most
Goal #2
Be as exciting useful for your careers and lives. We’re also aiming to better showcase the Haas
and dynamic as and Berkeley connections that allow our community to thrive.
the Haas commu-
nity is today View just some
of your alumni For example, new elements, like our Takeaways their essence—with infographics, when possible.
benefits on one and Connections, offer quick nuggets of practi- With every issue, we’re seeking to curate an
fun page cal information and show the Haas community unexpected reading experience, one that speaks
Big Question in action. Alumni notes now appear in a section directly to the creative and innovative spirit of our
offers another Goal #3 called Share—so named because every Haasie has community and showcases the unique ways you
way to connect Surprise readers a share in the valuable Haas Alumni Network, interact with and improve the world. Our hope
with fellow alums with stronger made stronger every time you share your updates is that you will find many elements that resonate
visuals, news they and willingness to connect with others. with you or spark conversations and
can use We’re bringing you more stories about alumni that the magazine is as vibrant
and balancing fun, human-interest pieces with as our Haas community.
insights into trending and relevant business We’d love any feedback. Goal #5
topics from Haas experts. We’ve distilled these Drop us a line at Challenge any
stories about Haas thought leadership down to letters@haas.berkeley.edu. preconceived ideas
of an alumni
QUESTIONING THE ALUMNI MAGAZINE’S STATUS QUO magazine
1977 1982 1983 1992 1994 2011 2012 2019
Decision launches around Starting in 1979, the maga- Now called simply Cal Cal Business goes oversized Issues shrink back to normal The magazine gets a new Cal Business becomes Berkeley Haas (now with a
1976. This 1977 cover zine changes its name to CB Business, early issues have starting around 1987 and size. Some of the interior masthead and a refreshed BerkeleyHaas magazine with space in its name to match the
2 3
PHOTO: EM DASH
story, “The Times They Are Business, which is a lot of a predominant color, mostly adds full color to the cover. photos are in color. Gradu- interior starting in 2005. an overhauled interior. school’s name) sports a lively
a-Changing,” features women business. blue, though one is (gasp!) Interior photos stay black ally, all will be. Number of pages for alumni design and thought-provoking
in business school. all red. Briefly, it even fea- and white. notes more than double. content matching our stature
tures pinstripes. as a top business school.
Berkeley HAAS SUMMER 2019
NEW FOOD
Pop Culture
Alumnus reimagines
frozen snacking through healthy,
design-driven treats
BY CAROL GHIGLIERI
“I think food and E
beverage brands, or leaders they aspire to be like. For David Greenfeld,
BS 13, it’s Willy Wonka.
more importantly, all Greenfeld is co-founder of Dream Pops, a plant-
based ice cream company whose unique, geomet-
brands, are now content ric frozen pops look like nothing you’ve eaten
before. With the tagline, “Anything is Popsicle,”
companies. We’re Dream Pops has already amassed a social media
following of customers celebrating clean eating.
creating 500 to 1,000- “Our goal is to be the Willy Wonka of plant-
based confections,” Greenfeld says. “We plan on
plus pieces of original replicating the childhood nostalgia associated with
PHOTO: COURTESY OF DREAM POPS
Popsicles and ice cream bars and replacing them
content a year. I’d with healthier alternatives that are plant-based
and fueled with superfoods.”
love to double, triple, Indeed, Greenfeld is positioning his ice cream
CONTINUED ON NEXT PAGE>
or quadruple that.”
CONNECTIONS
“I’m a huge fan of LinkedIn The Takeaway
4 networking,” says Greenfeld.
“I think it’s a really under-
valued resource.”
linkedin.com/in/dgreenfeld/
When it comes to branding,
Greenfeld invests heavily in
content: stunning photogra-
phy, video, and other media.
5
Berkeley HAAS SUMMER 2019
< CONTINUED FROM PREVIOUS PAGE I’d love to double, triple, or quadruple that. A lot COMPENSATION
bars to totally transform the frozen treat category— of consumers like to Instagram our product and
Transparency
in design, ingredients, marketing, and delivery. interact with it digitally. So on our sticks, we have
Dream Pops are less than 100 calories each R codes and calls to action.”
with formulations created by three-star Michelin Last year Dream Pops began selling to custom-
Fail
chef Juan Amador. The gluten-, dairy-, and soy- ers directly from their website—one of the first
free pops contain coconut milk and ingredients companies to offer ice cream affordably online. But
like ceremonial matcha, lion’s mane mushroom, grocery stores like Whole Foods, Bristol Farms,
#HAASOME baobab, and cacao. They’re sweetened with less and airway Market represent the biggest growth
than five grams of coconut sugar. for Dream Pops. Greenfeld expects to be in 1,000
It’s a way to make a mark in an industry that’s stores by year’s end. The company is also first to
How companies game the system
seen only moderate innovation, the most recent market with vertical freezers offering single-serve to boost CEO pay
being high-protein ice cream, like Halo Top, sweet- ice cream at checkout.
ened largely with sugar alcohols that allow for Pop-ups and collaborations with other compa- BY SAM ZUCKERMAN
entire-pint indulgence. nies remain a big part of their business, in part
“We believe the next wave of ice cream inno- because Dream Pops is a nimble, quick business,
A -
vation will be snackable, portion-controlled, and despite being a small team of around ten. “We
pensation more transparent has instead given
plant-based offerings fueled by superfoods and have our own factory, a flavor house, a food sci-
companies a tool to push CEO pay even higher,
adaptogens,” Greenfeld says. entist, and an R&D facility that can turn around a
says analysis by Haas Asst. Prof. Mathijs De Vaan
Design—in particular 3D printing—is Dream new flavor in three weeks, and a custom product
and researchers from Columbia University pub-
Pops’ most recognizable innovation. Initially in about five,” Greenfeld says.
Greenfeld focused on B2B, produc- FACULTY RESEARCH lished in Management Science.
MOVING PICTURE Since 2006, the Securities and Exchange
ing customized pops for individual
Commission has required public companies to
Matthew Wangeman,
BS 92, stars in the
short documentary
brands, like 2017’s frozen pop for
Beats by Dr. Dre, the maker of high-
end headphones, for a marketing cam-
paign at the Coachella music and arts
BRAIN TEASERS name a group of peer companies that they use to
benchmark their chief executives’ salaries, giving
investors and the public a reference point to judge
My Dad Matthew, whether CEO paychecks are within reason. But
showcasing his
festival. Because the pops are shaped How information is like snacks, money, and while benchmarking is a good idea in theory—
in molds formed by a 3D printer,
unique life with
they’re infinitely customizable. But drugs—to your brain applauded by corporate governance experts—in
cerebral palsy. practice companies tend to cherry-pick peers with
Greenfeld and his partners soon real-
Wangeman teaches BY LAURA COUNTS highly paid CEOs to legitimize excessive pay.
ized that constantly churning out new
disability studies What’s more, companies are even more likely
molds would be cost prohibitive.
at Northern Ari- to skew their peer group when their CEO under-
PHOTO: COURTESY O F DAVID G REENFELD; ILLUSTRATION: DRUE WAGNER
Instead they decided to focus pri- Can’t stop checking your phone, even when you’re not expect-
zona University (he performs by failing to meet performance targets,
marily on consumers, staying with ing any important messages? Blame your brain.
helped the school such as stock market value and profit. Underper-
their original geometric shape—a A new study by Haas Assoc. Prof. Ming Hsu has found that
create a minor forming CEOs, researchers found, got especially
patented design—and building a brand information acts on the brain’s dopamine-producing reward
in the discipline generous pay packages.
around that. “That shape is our logo, system in the same way as money or food.
10 years ago) and De Vaan and colleagues analyzed more than
our Nike swoosh. We believe it is the “To the brain, information is its own reward, above and
aims to change how 3,400 companies that reported compensation peer
modern embodiment of ice cream for beyond whether it’s useful,” says Hsu, a neuroeconomist
people think about groups to the SEC between 2006 and 2016. While
the next generation,” says Greenfeld. whose research employs functional magnetic resonance imag-
disability. The the median market capitalization for companies in
Dream Pops’ iconic, eye-catching ing, psychological theory, economic modeling, and machine
film, narrated by the S P 1500 grew just 22% from 2007 to 2014,
design makes them Instagram-ready, learning. “Just as our brains like empty calories from junk
his teenage son, has median CEO compensation grew 39%, they found.
and that channel has in fact been the food, they can overvalue information that makes us feel good
toured festivals for
company’s top marketing platform. but may not be useful—what some may call idle curiosity.”
two years and won
“I think food and beverage brands, Hsu’s research demonstrates that the brain converts infor- THE GOOD NEWS: THE BAD NEWS:
numerous awards
or more importantly, all brands, are mation into the same common scale as it does for money. It Over time, the average level of bias in CEOs get greater
and acclaim.
PHOTO: ISTOC K
peer-group benchmarking has diminished, financial gains from
now content companies,” Greenfeld also lays the groundwork for unraveling the neuroscience
which may reflect growing shareholder skewed benchmark-
WATCH IT: says. “We’re creating 500 to 1,000- DAVID GREENFELD, BS 13, is positioning Dream Pops to totally transform the behind how we consume information—and perhaps even dig- and regulatory pressure on companies to ing now than they
haas.org/wangeman-movie plus pieces of original content a year. frozen treat category—in design, ingredients, marketing, and delivery. ital addiction. avoid abusing the disclosure process. did in the past.
“We were able to demonstrate for the first time the exis-
tence of a common neural code for information and money,
which opens the door to a number of exciting questions about
The Takeaway how people consume, and sometimes over-consume, informa- The Takeaway
6 Dream Pops uses affordable
tech, such as supply chain soft-
ware, to compete with incum-
bents at a tenth the cost.
tion,” Hsu says. The only way for CEO pay to be truly trans-
parent would be if industry watchdogs or
regulators created unbiased peer groups,
says Haas Asst. Prof. Mathijs De Vaan.
7
Berkeley HAAS SUMMER 2019
INVESTMENT STRATEGIES
#HAASOME
STOCK TRADING FROM SPACE HEDGING FROM SPACE: SUSTAINABLE EDGE
Big data—such as satellite imagery How it Low-orbiting satellites
Berkeley Haas
works
ranked
take high-resolution
#1
of parking lots—offers investors with deep pockets photos of the earth’s
Traders can then identify errors in
unprecedented insights. But is it fair? surface every day.
analysts’ earnings predictions and
form a trading strategy around earn-
ings announcements. The most prof-
Hedge funds and other sophisticated traders have been formulating a
itable strategy is to short the stocks in the Wall Street
profitable new strategy in recent years—all thanks to satellite images
of retailers with worse-than-expected Journal’s analysis
of retailers’ parking lots.
news for the quarter. of the Top 25 busi-
Berkeley Haas Assoc. Prof. Panos Patatoukas obtained 7.6 mil-
ness schools with
lion satellite images of 86,000 individual stores across the U.S.
the most classes in
owned by 44 major retailers—including Walmart, Target, and Whole
sustainable finance
Foods—to perform the first independent analysis of the strategy.
and investing. Haas
He and Assoc. Prof. Zsolt Katona determined that by counting cars
Traders calculate a retailer’s was a pioneer in
in parking lots and calculating year-over-year changes, traders can
parking lot fill rates for any giving students
anticipate a retailer’s earnings news and hedge their stock. It takes
given sales quarter and compare hands-on experi-
a substantial amount of money and expertise to process, but there’s
them to year-over-year averages, ence with the Haas
a big payout: careful market timing can earn them up to 5% above a
Companies such as RS getting a reliable indication Socially Responsible
typical benchmark return.
Metrics and Orbital Insight of sales as soon as the quarter Investment Fund,
For Patatoukas, who is passionate about democratizing access to
buy millions of satellite closes—three weeks before earn- which students have
financial information, the strategy raises concerns about a widening
images and isolate tens of ings are publicly announced. managed since 2007.
technology-fueled chasm between Wall Street and Main Street inves-
thousands of parking lots of This year, with a
tors. We asked him how the rise of big data is changing the game even
major U.S. retailers. revamped curricu-
as investing is more accessible than ever.
lum, Haas will offer
nine courses in sus-
What is “alternative data”? Non-financial information that’s relevant
tainable finance.
for forecasting financial outcomes and helps investors formulate
trading strategies. Usually these are complex, big data sets, such as
credit card transactions, website usage, geolocation data, and sat-
ellite images.
Sophisticated traders have always sought out any and all information
to gain an edge. How is this different? Until recently, skilled traders
like hedge funds had access to the same reports, earnings calls, SEC
filings, and other public sources of information as everyone else.
Technology is creating new data sources that often require special
expertise and funding to access, so the information is out of the
reach of regular investors.
Using specialized software and
Why your concern? Although hedge funds have been gleaning informa- human analysts, they count the
tion from satellite data since 2011, it remains an exclusive strategy daily number of cars in each of
and the information is not making it to regular investors. Otherwise we the parking lots and sell the data
would see price adjustments. We found that individuals are net buyers to hedge funds.
of the same retailers that the hedge funds are betting against. In other
words, these gains come at the direct expense of Main Street investors.
The Takeaway < More Online
8 In a market setting where the line separating public from material
non-public information (aka insider trading) is getting blurrier, Assoc.
Prof. Patatoukas says, the question that regulators need to answer is: What
is their role in leveling the playing field for individual investors?
Learn more about this research
at haas.org/space-trading
9
Berkeley HAAS SUMMER 2019
COLLABORATIONS #HAASOME
Bio Enterprise
New dual-degree program aims to prepare superstars
in the business of life sciences
BY ANDREW FAUGHT
B - CAL BEST
ket will take more than scientific genius. Currently,
Kevin Chou,
the average cost of developing a pharmaceutical is
BS 02, was named
2.6 billion. At Berkeley, the new Biology Business
UC Berkeley’s
dual-major program aims to provide interdisciplin-
Alumnus of the
ary solutions to 21st-century challenges.
Year, an award
The program, a joint venture between the
recognizing
Department of Molecular Cell Biology and Haas,
inspirational
is providing 30 (eventually 90) undergraduates
alumni whose
with mentoring and coaching, internship oppor-
professional
tunities, and an integrated curriculum to develop FACULTY RESEARCH leadership and
innovative leadership skills in bio business. It is
contributions
just the second such program in the country.
or twins Gail Maderis, BS 78, and Ann Stock
akaria, BA 79 (biochemistry), PhD 86 (compar-
ative biochemistry), making generous founding
MIND THE GAP have benefited
society and who
give back to the
community and
gifts to Biology Business goes beyond familial
love for their alma mater. Maderis, president and Want equal pay? Consider team size when negotiating university. Read
his profile in
CEO of San rancisco-based Antiva Biosciences, a
BY LAURA COUNTS California mag-
venture-backed biopharmaceutical company, and
azine: haas.org/
Zakaria, a biochemistry and molecular biology
kevin-chou.
professor at Rutgers Center for Advanced Biotech- When it comes to pay, women typically did indeed account for a portion of the
nology and Medicine, see the necessity in merging earn about 80% of what their male pay gap—beyond other individual job
scientific inquiry and commercialization. counterparts earn (though that statis- characteristics.
“This program will provide Cal students with tic varies by race/ethnicity and how it’s Further research revealed that people
the fundamental knowledge to change patient measured). Haas Prof. Laura Kray inves- were inclined to associate stereotypically
lives,” says Maderis. “Having a baseline of under- tigates the underpinnings of gender male attributes (e.g., assertive, forceful,
standing of business and science creates a much inequality, from implicit bias to lack of demanding) with leaders of larger teams,
more well-rounded employee who can move flu- transparency to inflexible mindsets, and and stereotypically feminine attributes
I LLUSTRATION: DA N PAGE / THE ISPOT
idly between the disciplines.” she’s uncovered a new culprit: team size. (e.g., patient, polite, kind) with leaders
PHOTOS: ISTOC K, JOHN BLAUSTEI N
akaria says the program is crucial for prepar- Kray and Margaret Lee, a postdoctoral of smaller teams.
ing students to enter professional life. “While research fellow sponsored by Haas’ Cen- Kray advises job negotiators to scru-
the academic labs are a very rich environment for ter for Equity, Gender, and Leadership, tinize not only their salary and bonuses
innovation and the generation of ideas, it’s hard analyzed the results of a Haas alumni but also how many direct reports they’ll
to bring those things to a marketable point—or survey of 2,000 full-time professionals be managing.
even to a point where large pharma would be who graduated between 1994 and 2014. “Don’t overlook team size as a factor
interested in them—without biotechnology and Men averaged 10 direct reports while that could make a difference in your pay-
venture enterprise coming in,” she says. women averaged nearly 8. And team size check, especially in the long run,” she says.
CONNECTIONS
Sisters Gail Maderis, BS 78, The Takeaway
10 and Ann Stock Zakaria, BA
79, PhD 86, helped found the
Biology+Business Program
with other Berkeley alumni.
Deep-seated biases about leadership may lead to men being put in
charge of larger teams over equally qualified women—and being
paid more because of it. When entering a job negotiation, make
sure you have the head count to justify what you’re asking for.
11
Berkeley HAAS SUMMER 2019
THOUGHT LEADERSHIP #HAASOME
Unraveling the Mystery
of Culture
#HAASOME
Profs. Jennifer Chatman and Sameer Srivastava usher in a new era of organi-
zational culture research with cutting-edge data sources and methodologies
PIANO FORTE
BY KRYSTEN CRAWFORD
Sebastian Amena-
bar, MBA 16, an
Y executive at Chilean
retail chain Fala-
values. Maybe they’re painted on the office walls. But what’s the real, day-to- bella, won the 29th
day culture like? If you’re like a lot of managers, the answer has often been, “I International Piano
Competition for
know it when I see it.” Outstanding Ama-
teurs, considered
Not anymore. The same digital services that the forefront of this new wave: This year, they
one of the top global
have upended how workers communicate—think co-founded the Berkeley Haas Culture Initiative to
competitions for
G Suite, Slack, and Zoom—are also helping to help make Berkeley a hub for advancing the field.
amateur pianists,
unravel one of the great mysteries of the work- Chatman, the co-creator of the Organizational
in Paris. His prize
BIG LEAGUES place: culture. And they’re ushering in a new wave Cultural Profile (OCP)—a survey tool that’s been
is to perform at the
of research based on how employees act that until a dominant measure of organizational culture for
Going pro has been a Sorbonne’s Grand
now has been elusive. more than 30 years—wants to ensure that the new
good move for golfer Amphitheater in
“Any time employees interact with each other, approaches are not only methodologically rigorous
Collin Morikawa, nizational culture and performance in analyses hundreds of thousands of company reviews on Paris on Nov. 22.
they are leaving digital traces and creating sources but also useful to managers.
BS 19. He’s had of millions of emails, thousands of anonymous the job site Glassdoor: Chatman has just pub- How did he win?
of data that weren’t available before,” says Sameer For too long, she says, culture research
first-, second-, and reviews, or other data on large swaths of employ- lished a study showing that employees perceive “I think question-
Srivastava, a Haas associate professor of organiza- amounted to little more than “advanced gossip-
fourth-place fin- ing the status quo to
I LLUSTRATION: TRACI DA BERKO / THE ISPOT. PHOTO: PIA NO AMATEURS
ees rather than a few stories about what did or did a more negative culture in fixed-mindset rather
tional behavior. “This not only helps us to better ing,” with scholars visiting companies and writing
ishes in PGA Tour not work in one specific organization or another,” than growth-mindset companies, while Srivastava think that winning
understand how employees behave but to do so reports based on observations.
events since debut- says Chatman. found that the most highly valued and innovative a piano competi-
in ways that are dynamic.” “Managers, too, eventually realized that they
ing in June, winning In fact, a dataset of over 5 million emails from a firms were those whose employees embraced a tion in France was
Srivastava and Prof. Jennifer Chatman are at would rather learn about the links between orga-
the Barracuda Cham- technology company has been fodder for a series of variety of cultural values. doable and a little
pionship in Reno. studies by Srivastava and Amir Goldberg of Stan- Researchers say this new era of culture research bit of confidence to
His overall winnings ford, who jointly co-direct the Computational Cul- extends far beyond text analyses. With the right actually go (without
stand at more than
$1.7 million—not
CULTURAL CONTINUITY ture Lab. In one paper, Srivastava and collaborators
found that the extent to which workers’ language
privacy and confidentiality protocols in place, the
tone of voice and even facial expressions people
attitude, of course).”
including endorse- matched their peers’ communication styles pre- use when communicating might become common
By the time former Dean Rich Lyons wrapped up his term last year, the culture initiative
ment deals with Adi- dicted performance and retention. A more recent sources for understanding subtle, real-time shifts
he catalyzed had put Haas well on its way to being the most distinguished-by-culture
das and TaylorMade. paper by Chatman, Srivastava, Goldberg, and PhD in culture—enabling managers to better manage
PHOTO:©USGA/JD CUBAN
business school. But what could the school do to ensure the culture stayed strong under
student Richard Lu demonstrates the power of com- culture as a strategic asset.
a new dean?
bining culture measures based on surveys with nat- “By combining new digital tools with estab-
What followed was a highly intentional effort that led to some very visible reminders,
ural language analysis through machine learning to lished survey-based approaches, we can get a more
from carving the Defining Leadership Principles into the front entrance of the school to
predict culture fit and key performance outcomes. nuanced view of culture than ever before,” Chat-
embedding the DLPs even more deeply, by incorporating them into teaching evaluations,
Both Srivastava and Chatman have analyzed man says.
faculty onboarding, and recruiter orientations.
Lyons and Prof. Jennifer Chatman recently detailed these efforts in a follow-up to
their 2017 case study: “The Berkeley Haas School of Business: Codifying, Embedding,
and Sustaining Culture (B).” The case not only catalogues key efforts to take the school’s < More Online
12 culture to the next level but also offers a discussion guide and idea generator for other
organizations looking to do the same.
Read the case study “The Berkeley Haas School of
Business: Codifying, Embedding, and Sustaining
Culture” parts A and B at haas.org/culture-cases.
13
Berkeley HAAS SUMMER 2019
GENERATION AGE IN 2019
Generation Z: ages 22 and under
Millennials: ages 23–38
MANAGING
Generation X: ages 39–54
Baby Boomers: ages 55–73
Silent Generation: ages 74–91
Overprotected
Overconnected (yet isolated)
WHO ARE
GEN Z? Achievement oriented
Highly educated
A new generation of
Ethnically and racially diverse employees just entered
the post-college workforce.
Are you ready for them?
Depressed, anxious & overwhelmed BY MICHAEL BLANDING
Lacking in work experience
Involved with social justice movements
14 15
Berkeley HAAS SUMMER 2019
PHOTO: ISTOCK
Onboarding—It’s On You
Train Gen Z right and
you’ll have hard-working,
committed employees
who stick around, says
ity and control over their work environment, and
that they’ll get along with bosses and co-workers.
Haas Senior Lecturer
and an educational system that champions checklists and When those hopes don’t pan out, friction ensues. Holly Schroth. Don’t and
rubrics. But Generation Z is largely unprepared to be workers, One of Schroth’s former students, for example, Traits
reported he was struggling in his job at a high-tech
you’ll suffer the dreaded
new research shows, just as managers are largely unprepared company after only three months. “He was upset employee turnover. The Shared with
to position them for success. But fear not. Gen Zers may not because the manager wouldn’t implement his
key is to be straightfor-
resemble older employees, but they can thrive in your orga- ideas on how to run the software better,” she says.
“He asked if he should go around her.” Schroth’s ward and unambiguous. Millennials
nization—if you know how to develop their potential. advice was to focus on becoming a reliable per-
former so that his boss might see his potential for Unrealistic.
Provide a checklist of job tasks
Born starting in 1997, Generation Z or The impetus for Schroth’s research was a contributions in the future, but she fears he will but train Gen Z employees to
expectations
“post-Millennials” have never known a world change she noticed in undergraduate students go around her anyway.
think beyond the checklist.
Low tolerance for.
Gen Z
without 9/11 or the Internet. They’ve grown up three years ago. While they were driven and eager Removing any ambiguity about a job—during
cradled in an educational culture of both relentless to do well, they seemed to struggle without a clear the interview and onboarding processes and via ambiguity
Offer explicit descriptions of
standardized testing and everyone-gets-a-trophy checklist of goals and rationale for why a partic- one-on-one coaching—can help mitigate the impa- company culture.
Workplace exceptionalism. They are the stars of their own ular task would help them succeed. “They didn’t tience Gen Z often feels and reinforce company Want checklists.
stories on Instagram and Snapchat. And they have seem to be there to learn so much as to get good hierarchy. Be upfront with them, Schroth says, (what to do/not do)
Discuss reciprocal expecta-
Traits
come of age in a period of deep economic anxiety. grades,” she says. “They were not going to be com- about their essential job responsibilities, the pos- tions about the employment
The good news is that those influences have pelled to do an assignment unless they thought it itive and negative aspects of the job, opportuni- Seek mentoring/.
relationship between manager
translated into the strongest work ethic of any was important for them in getting ahead.” ties for growth, company culture, and interactions guidance
Achievement oriented. and employee.
generation since the silent generation (born 1928 Though confident and savvy, Gen Z lacks with senior executives.
to 1945). They are also more highly educated and hands-on experience. The combination of higher Ensuring they are properly trained is also key. Want to make a.
Cautious. Facilitate communication with
more racially and ethnically diverse than any gen- family income (according to some measures of Gen Z is more anxiety prone than other genera-
tions, with 73% saying they lack the emotional
key people integral to their
difference
eration before them, according to Pew Research economic well-being), pressure to get into college,
Prefer to work alone. success.
Center analysis of Census Bureau data. All of the and a dearth of entry-level jobs following the Great support they need and 85% saying stress keeps Conflict avoidant.
Willing to learn. attention they’ve gotten from social media and Recession means that few post-Millennials have them from taking on leadership roles. “They feel (in person)
Reinforce a sense of pur-
helicopter and snowplow parents have made them worked as teenagers. In 2018, just 19% of Gen Z all of this pressure to achieve, but they don’t pose—significance of new role,
Fearful and anxious. acutely aware of their own identity and confident teens reported having held a job versus 30% of have the skills they need to do it, especially when Lack of respect for.
stories of persistence, and
in their ability to make a difference. Millennials in 2002, according to the U.S. Bureau they’re left on their own,” Schroth says. hierarchies
Lack creativity. learning from mistakes.
Haas Senior Lecturer Holly Schroth has stud- of Labor Statistics. Gen Z has grown up hyper-aware of diversity
ied this new generation through the lens of social That means that for most Gen ers, their first in race, gender, and sexuality—91% believe every- Sensitive to con-
Value diversity. Provide feedback channels in
psychology and has weeded through the unreli- job out of college is likely their first job, period. one is equal and should be treated that way—so both directions.
structive criticism
able and often regurgitated “facts” about Gen Z “They have completely unrealistic expectations traditional anti-bias training may be lost on them.
Critical of peers. to find peer-reviewed, valid statistics. “They are for what it will be like in the workplace,” Schroth Instead, Schroth recommends training in team- Need explanations.
Need help evaluating. really achievement-oriented. They want to work says. In surveys, Gen Zers say they expect their work skills, negotiation, and problem-solving, so Foster autonomy.
information. hard,” she says. work to be meaningful, that they’ll have flexibil- everyone feels included. Deem cheating.
Model what good processes
Despite the challenges in preparing Gen Z to look like.
acceptable
Prefer online. be productive on the job, Schroth also sees a tre-
instruction. Why the conflict between Gen Z and managers? Expectations. mendous opportunity as this generation enters the
Give them the tools and
workforce. Their work ethic and will to succeed resources to succeed.
TRADITIONAL MANAGEMENT APPROACH GEN Z EXPECTATIONS can make them a valuable addition to any office,
if they can be integrated with the right tools and
Act as a coach to provide emo-
Leadership Authoritative and decisive Democratic with active encouragement. “I am super optimistic about tional support and to set clear
involvement of subordinates this generation, because I think we have a really
professional goals.
good idea of why they are the way they are,” says
Communication Structured through a chain Free flow of information and
Schroth. “If we can just tell them what it takes to
of command open lines of communication
achieve, they will.”
Work Flow Assign tasks and assess Discuss, coach, and provide
performance checklists
< More Online
16 Assignments Work up hierarchy from lower-
to higher-level assignments
Take on interesting assignments
immediately
Read Holly Schroth’s paper on
successfully managing Gen Z in the
spring issue of California Manage-
ment Review: cmr.berkeley.edu.
17
Berkeley HAAS SUMMER 2019NATION B UILDING
Matthew Wadhwani,
MBA 13, is changing
the game for the
Puyallup Tribe of Indians
B A M C G
P M H
18 19
Whether convincing the Puyallup Tribe to change its
investment strategy, adopt a new cannabis pricing model,
or pursue funding for a new casino, Matthew Wadhwani,
a member of the Tribe and its assistant tribal financial
Berkeley HAAS officer, is confident without attitude,SUMMER
earning 2019
trust with
his meticulous analysis and ability to let data do the
talking. Above: Wadhwani at the Tribe’s deep-water port.W M W
MBA 13, makes a financial decision
at work, it’s not a company’s bot-
tom line he’s focused on. It’s the
financial security of his wife and
new son, his extended family, his
community, and future generations.
No pressure.
Wadhwani is the assistant tribal financial offi-
cer for the Puyallup Tribe of Indians in Washing-
ton state—one of two people tasked with handling
the Tribe’s $600 million budget.
The other is his boss, Tribal inancial Officer
Julie Hamilton. Both are certified public accoun-
tants, but Hamilton has a law degree. inancial
analysis and planning, then, falls to Wadhwani
with his MBA.
DO NATIVE “The Tribe has been status quo for a while, so I
get to make changes that are impactful and mean-
AMERICANS ingful, like collecting data on our businesses and
giving them metrics on what they’re doing,” says
PAY TAXES? 35-year-old Wadhwani, a member of the Tribe. But
the responsibility is great. “I don’t have anyone
While tribes are sovereign to really check my work. If I’m going to make a
entities—essentially inde- recommendation that will impact a lot of people,
pendent nations—and don’t
pay federal taxes, tribal
you want someone to play devil’s advocate.”
members must pay taxes on With a reservation straddling the cities of Tacoma Good thing Wadhwani is a whiz at letting important class I took at Berkeley,” he says. “The new Vegas-style casino the Tribe is constructing. A rare view of the typically
any income they don’t derive and ife, Washington, the Puyallup Tribe is a sover- numbers tell stories. He engenders trust with his Tribal Council loves me half the time, and I think Tribal Chairman David Bean says Wadhwani private Council Chambers,
from government benefits where the seven-person
eign nation, meaning it functions differently from meticulous analysis and his ability to let data do they hate me half the time. But at the end of the day allayed their fears about the debt. “It’s a large
(such as general welfare Tribal Council, led by Tribal
most municipalities. While towns and cities rely the talking. I have their respect. You get that by backing up every number; it’s scary,” says Bean. “But it was easy Chairman David Bean (left)
payments or income gen-
erated from treaty rights on taxes for income, the Tribe generates its money Wadhwani’s recommendations are taken up by recommendation you make with concrete data.” to engage in that one when Matt runs through meets to set policy. Wadhwani
like fishing). So a monthly internally, primarily through gaming but also a seven-person Tribal Council that sets policy for The Tribe has numerous business interests, all the projections for how developing a new casino (right) frequently appears
disbursement given to a through federal grants and now cannabis stores. It is the Tribe, sometimes putting proposals to a vote of which Wadhwani needs to understand. What he will impact our income-generation capabilities.” in front of the Council to
tribal member derived from offer financial recommenda-
a self-sustaining government and adheres to federal by the Tribe’s 5,500 members. The tribal govern- lacks in expertise, he makes up for in self-education. The new casino is slated to open in December. tions, which the Council can
gaming, say, is federally
taxable. Tribal employees
law but also provides all the services of a govern- ment can decide to take Wadhwani’s recommen- “I know what I know, and I know what I don’t Wadhwani is a member of the executive team choose to accept or not. “I
must also pay all standard ment, including a tribal police department, school, dations or not. But he’s not afraid to tell them—or know,” Wadhwani says. He’s become the resident overseeing the construction. may be educated and know the
payroll taxes. and health authority. There’s also a casino (with a any of the Tribe’s members—hard truths. Hamil- expert on just about everything. Should the Tribe Building the new casino was a huge decision for finance,” Wadhwani says, “but
they know the culture, they
second one opening soon), a cancer-treatment cen- ton says it’s not uncommon for Wadhwani to say partner with the state of Washington, for exam- the Tribe, whose fortunes have ebbed and flowed
know the history, they know
ter, a deep-water port, fish hatcheries, and more. unpopular things in tribal meetings. “But he’ll be ple, to study medical marijuana as a treatment for over the past 30 years. Growing up 15 minutes the people better than I do,
A typical workload for Wadhwani might have very factual and very respectful about it and say opioid addiction? (Probably not, says Wadhwani.) from the reservation, Wadhwani remembers the and I respect and honor that.”
him reworking cannabis pricing (see sidebar, p. something that needs to be said,” she says. “It’s a How can the new casino best implement sports Tribe being financially strapped then seeing the
23), managing the new casino’s construction and breath of fresh air to have that.” betting? (Ask Matt!) windfall—and challenges—that gaming brought
loan compliance, overseeing a new player-tracking As the Tribe’s main source of revenue, casi- when introduced in the 1990s.
20 system in the current casino, helping the school
find funding for repairs, and convincing the Tribe
to change an investment strategy.
Banking on Data
For Wadhwani’s part, he sticks to the numbers.
“Power and Politics in Organizations is the most
nos are something Wadhwani has studied closely.
He had to become an expert in order to secure
a 450 million loan with favorable terms for the
The tribal government overspent and failed to
create a long-term investment plan; numerous
outside consultants took advantage of them.
21
Berkeley HAAS SUMMER 2019THE PRICE IS RIGHT
The Puyallup Tribe recently opened two cannabis stores, but in
Washington’s saturated market, they were having trouble covering
payroll costs. The stores needed a solution. Fast. So they turned
to Wadhwani. He crafted a new pricing strategy using supply and
demand lessons gleaned from Teck Ho’s pricing class at Haas.
Washington state law says that cannabis stores can’t charge less
than cost plus tax, which is 45%. Most cannabis stores pay that tax
directly to the state. Wadhwani’s tribe has to charge the same tax,
but all that revenue goes directly to the Tribe.
“I thought, ‘why don’t we just out-price everybody?’” Wadhwani
says. “The store makes zero money, but we’ll get some $10 million
a year in taxes back to the Tribe.”
“The Tribe That didn’t please competitors, who tried forming a conglom-
erate to encourage suppliers to boycott the Tribe based on their
has been pricing cannabis at cost. Wadhwani understands their frustra-
tion, and it’s one of the balancing acts the Tribe constantly nego-
status quo tiates: being a good neighbor to the surrounding towns while also
benefiting from their sovereign-nation status. “But at the end
for a while, of the day, our market share is getting so big that the suppliers
can’t turn us down,” Wadhwani says.
so I get
to make and family; others get caught up in drugs. “I always
use the analogy of sports stars coming into a lot
Wadhwani and Chairman Bean
in one of the Tribe’s canna-
changes that
bis stores. Wadhwani (left)
of money and not knowing how to manage their advised Marquise Henry
funds,” Wadhwani says. “We’ve seen teenagers and (right) on his education and
are impact- 18-year-olds not incentivized to go to school.”
Wadhwani himself never earned such a check
on his financial options for
his trust check, then hired
ful and
him as a manager in the
since the Tribe didn’t own a casino when he turned store. Wadhwani frequently
18. Wadhwani, though, never gives up. He meets meets with tribal youth to
meaningful.” with teens about to receive their money to fully
explain their financial options. He’ll even drive
encourage fiscal responsibil-
ity and a path to college.
them to a bank or investment firm, if they’d like,
The Path Home to broaden his perspective. Says Wadhwani: “The “Matt doesn’t talk about the things that he and walk them through a financial strategy.
Such instability is perhaps one reason why Tribe doesn’t have the luxury of training members, might be able to do. He actually does it, and that To encourage more financial responsibility,
Wadhwani’s career goal was always to work for so it’s important for people to go outside and get speaks for itself,” says Wright, the CEO of the Wadhwani is working to create a trust with new
his Tribe, a job members liken to working for a that expertise.” Wadhwani earned his Haas degree tribally chartered entity Marine View Ventures, terms, spreading out payments from ages 18
family business. But to get there, he took a cir- then worked at Mattel for two years before coming which oversees real estate holdings, a marina, to 25 and requiring a high school education or
cuitous path. He earned his bachelor’s in busi- home in 2015 to his current job with the Tribe. and other enterprises. “He’s figured out a way equivalent. He also received Council approval to
ness economics from UC Santa Barbara in 2006 Wright says Wadhwani is a good role model to move things forward, whether it’s a banking invest with Goldman Sachs versus U.S. treasuries,
then worked as a senior auditor at Deloitte in Los for the community. “There’s sometimes a sense of relationship or investments at the tribal level, to a move that could eventually double the payout.
Angeles for two-and-a-half years before becoming entitlement that comes with being a family busi- get beyond the stalemates within Tribal Council. Wadhwani isn’t sure that’s a good thing, giving
the Tribe’s senior financial analyst. ness,” Wright says. “Matt has shown commitment These are not small tasks, some of them are multi- youths more money, but he’s always mindful that
During that first two-year stint with the Tribe, and earned his role, which is going to help elevate year projects. And we all share in the results.” the financial decisions he recommends impact the
Wadhwani helped create a 10-year strategic plan the expectations of others.” Tribe’s future. And helping secure the Puyallups’
to address the Tribe’s multimillion dollar finan- Chairman Bean lauds Wadhwani’s outside Mentoring Others longevity is a joy for Wadhwani. “One of the great
cial deficit and suggested ways to improve fis- experience. “Berkeley helped Matt elevate his College is a path Wadhwani hopes more members things about working for the Tribe,” he says, “is you
cal responsibility. He also partnered with Junior game, and he looks at the world much differently of the Tribe will follow, and he speaks often to get to see tangible benefits going to the people.”
Achievement to establish a financial education than the rest of us,” Bean says. “He sees things teens to mentor and encourage them. The irony Chairman Bean says Wadhwani’s work is cru-
program for tribal youth. It has since spawned an that we don’t see.” of all his hard work ensuring the Tribe’s financial cial. “Matt is changing lives and saving lives,” he
annual two-week summer camp for some 30 kids, Upon his return to the Tribe, for example, stability, however, is that it’s also dissuading the says. “He has mentored many young business
ages 14 to 18, to learn the basics of finance and Wadhwani encouraged changes to the Puyallup young adults from pursuing higher education. owners in our community and takes the time to
the importance of college. Wadhwani speaks at the retirement plan that would yield greater returns. Every tribal member earns monthly disburse- talk with our children about education, about
camp every summer. Changing the investment strategy of a sovereign ment payments. For minors, that money goes into assessing their resources—he’s inspired the next
Wadhwani’s mentor, Chad Wright, one of the nation is no small task, but Wadhwani’s per- a trust, which they receive at age 18. Unfortunately, generation of leaders. We hold him in high regard,
22 only other tribal members with an MBA (from
Stanford) encouraged Wadhwani to attend grad-
uate school—and to work in corporate America—
sistence propelled him forward and helped him
get buy-in. It’s a determination he brings to all of
his work, Wright says.
not all the young adults know the best way to handle
such a sizable payment. Some spend it quickly, give
it away, or are taken advantage of by close friends
and we have a tremendous amount of confidence
that he will not let us down in any way. He’s
changed the game for the Puyallup Tribe.”
23
Berkeley HAAS SUMMER 2019“Seeing more URMs
within the class made me
feel more comfortable
and at home.”
GEO GUILLEN, MBA 21
“Haas is doing a
“We all benefit from good job educating
increased diversity.” the students who
are here about
ÉLIDA BAUTISTA,
DIRECTOR OF INCLUSION
the importance of
AND DIVERSITY diversity, equity,
and inclusion.”
ALL IN
NICOLE AUSTIN-THOMAS,
MBA 21
The path to a diverse
and inclusive Haas
BY BRITTANY KING, KIM GIRARD & AMY MARCOTT
PHOTOGRAPHED BY GABRIELA HASBUN
EDITORS’ NOTE In 2017 and 2018, Haas faced a
significant decline in the number of
African American students in its full-time MBA program, which
highlighted the low percentage of underrepresented minorities at
Haas overall. We look at the reasons behind this decline, our improve-
ment in 2019, and our new path to boost enrollment and create an
24 inclusive environment for all students, staff, faculty, and alumni,
regardless of race or ethnicity, gender identity or expression, sexual
orientation, religion, veteran status, or any number of identities.
25
Berkeley HAAS SUMMER 2019“My view is that Prop 209 is
NICOLE AUSTIN-THOMAS’ FIRST WEEK AT HAAS WAS A WHIRLWIND. a crutch. The school failed
to live by two of its Defining
She attended a social event with her fellow members of The Con- Principles: questioning the
sortium, an organization that provides scholarships to support status quo and going beyond
diversity in MBA programs, followed by a week of new-student yourself.”
events, including a full day discussing diversity-related topics MONICA STEVENS, MBA 96, FOUNDER,
HAAS ALUMNI DIVERSITY COUNCIL
at Haas’ orientation. “Haas is doing a good job educating the
students who are here about the importance of diversity, equity, “My hope is to move diversity,
and inclusion,” says Thomas, who is among 19 African American equity, and inclusion
students to join the 2021 class—up threefold from last year. discussions into the core
curriculum.”
But as one of only six African American women Committing to DEI JENNIFER R. COHEN, LECTURER
in her class—and the only one in her cohort of 70 New Haas Dean Ann Harrison, who arrived in Jan-
(there are several African American men)—she uary, has made DEI one of her top priorities. She
says she’s hopeful more can be done. “In 2019, met with student leaders, significantly increased
I wish it would look different,” she says. scholarship funding for the incoming class, and
Austin-Thomas is part of the first full-time completed the hiring of DEI veteran David Porter as
MBA class to enter since Haas launched its all- the school’s first chief diversity, equity, and inclu-
“Students want
school Diversity, Equity, and Inclusion (DEI) sion officer (CDEIO)—reporting directly to her. to know how
Action Plan last October aimed at addressing the “Bringing more underrepresented minority stu- to consider
low percentage of underrepresented minority dents to Haas and making sure that we create an
(African American, Latinx, and Native Ameri- inclusive environment for everyone is critical— diversity when
can) students. The Action Plan outlines numer- and the work needed to happen quickly,” says hiring, or how
ous measures, from changing admissions proce- Harrison. “It’s gratifying to see that our efforts
dures to hiring key DEI staff and embedding a are starting to take shape. And we’ll keep working to manage a
commitment to diversity and inclusion in senior until we get it right.” team, or are
leadership roles. Haas is not alone in its struggle to enroll a
The plan was sparked by students and alumni diverse class of students year to year: It’s a chal-
thinking about
after the number of African American students in lenge for business schools nationwide. Part of issues of fair
incoming classes dropped from 19 to 10 to six over the issue is the low number of URMs taking the financing.”
two consecutive years (see chart of enrollment GMAT. Just 8.3% of all U.S.-citizen examinees
numbers, p. 30), despite increasing class sizes. are African American, 8.5% are Latinx, and 1.1% DREW JACOBY-SENGHOR,
Haas students and alumni took their concerns are Native American, despite representing about ASSISTANT PROFESSOR
about the lack of racial diversity and inclusion to 32% of the U.S. population combined—accord-
Haas administrators as well as to the influential ing to The Consortium for Graduate Study in
MBA blog Poets & Quants and to social media, Management, an organization dedicated to equal
demanding change from the administration. representation of URMs in MBA education and
Senior Assistant Dean and Chief Strategy and global management.
Operating Officer Courtney Chandler, MBA 96, “Business schools, including Haas, have not
co-led Haas’ action plan team, a group of eight had enough success in growing the pipeline of
staff members who sought recommendations from underrepresented minority applicants,” says Peter
numerous stakeholders, most especially students, Johnson, assistant dean of the full-time MBA pro- “Business schools,
as the basis for the plan, which aimed to reverse gram and admissions. “We have to look beyond including Haas, have not
the trend with short- and long-term solutions. the GMAT to solve this issue.” had enough success in
Early signs are hopeful: 14% of this year’s
growing the pipeline of
incoming full-time MBA class are underrepre- How we got here URM applicants.”
sented minorities (URMs), compared with just To understand what’s happened at Haas over the
7% last year. The number of African American years requires a little understanding of history. In
students jumped from six to 19; the number of 1996, California voters passed Proposition 209, PETER JOHNSON, ASSISTANT DEAN
FOR FULL-TIME MBA PROGRAM
Latinx students increased from 12 to 21; and the which made it illegal for public institutions to AND ADMISSIONS
* Consistent
with UC report- number of Native American students held steady offer admission or financial aid on the basis of
ing guidelines at one.* race, ethnicity, or gender. That meant that Haas, as
But it took a tumultuous year of soul searching a public school, could no longer offer any scholar-
and action to get here, with students and adminis- ships earmarked for URM students, while private
26 trators persisting through some tough issues and
uncomfortable conversations. And there is still
much work to be done.
schools like Stanford and Harvard could.
Prop. 209 also led Haas to pull out of The Con-
sortium in 2003—which it had joined a decade
27
Berkeley HAAS SUMMER 2019“If you accept black or earlier—since Haas scholarships given via The people,” Emerson says. And inclusion—feeling
brown students from Consortium only benefited URM students. The represented, welcomed, and supported through- THE DEI
diverse backgrounds
impact was a sharp decline in minority enrollment. out Haas and the larger Berkeley community—is ACTION PLAN
Under former Dean Rich Lyons, Haas rejoined just as important.
and they don’t see an Most near-term
The Consortium in 2010 after the organization Evan Wright, MBA 20, agrees that students
environment that feels action items in
allowed anyone with a commitment to promoting being able to bring their whole identities into the
Haas’ Diversity,
welcoming, they will choose diversity and inclusion to apply, regardless of their classroom is crucial for Haas’ DEI efforts to suc-
Equity & Inclu-
a lower-ranked school.” race or ethnicity. The percentage of URM students ceed. “Administrators didn’t understand that if you
sion Action Plan
ticked up slowly, reaching 10% by 2016, but fell accept black or brown students from diverse back-
(haas.org/dei-
the next two years. grounds and they don’t see an environment that
EVAN WRIGHT, MBA 20 action-plan)
“These students uprooted their lives to come feels welcoming, they will choose a lower-ranked
were completed
here,” says Marco Lindsey, the former chief of school because you haven’t invested in making
“We need to talk more about… staff to Lyons, who is moving into a new DEI- sure the campus is comfortable for them,” says
by June. View the
what it looks like to make progress report:
focused role at Haas. “They trusted us and they Wright, a member of the newly formed Diversity
haas.org/dei-
experiences more equitable for feel like they were given the impression that this Admissions Council, a group of students, faculty,
progress. Here,
all marginalized people.” is a place where diversity and inclusion thrive. staff, and alumni working toward greater admis-
key highlights.
Then, students got here and they were shocked at sions transparency.
TAM EMERSON, MBA 19 the demographics.”
Chief DEI Officer
Critics say the school should have done more ‘We all benefit f om increased diversity’ hired
to navigate around the state law. “My view is that Creating an inclusive environment is an ongoing
Prop. 209 is a crutch and the school failed to live process that involves everyone, not just students
Director of
by two of its Defining Principles: questioning of color. Élida Bautista, director of inclusion
diversity admis-
“It’s gratifying to see that the status quo and going beyond yourself,” says and diversity, was hired in early 2018 in a new
sions hired
Monica Stevens, MBA 96, a senior VP for Wells role aimed at improving DEI at Haas. She works
our efforts are starting to Fargo Merchant Services who recruited at Haas closely with students and has made inclusion
take shape. And we’ll keep Scholarships
for many years and who founded the Haas Alumni across Haas a priority. “We need non-URM stu-
boosted 63% for
working until we get it right.” Diversity Council in 2012. “The minority appli- dents, staff, and faculty to be invested in diversity
2019 incoming
cant pool was small because people didn’t feel on all fronts—otherwise we keep burdening our
class
DEAN ANN HARRISON welcome. It was a failure on many levels, from students of color to do this work,” says Bautista.
the top all the way down.” “We all benefit from increased diversity.”
Scholarship
Senior Assistant Dean Chandler says the lead- Just some of the changes Haas has instituted
offers now
ership team failed to react quickly or urgently include searching for diverse job candidates more
accompany accep-
enough to address the drop in African American intentionally, training staff on unconscious bias,
“Being able to lead diverse tance letters
student enrollment, instead looking at the prob- offering tools to student groups that help them
teams is not a skill we are when possible
lem through an ‘academic lens.’ “We saw year-to- talk about DEI, providing DEI workshops for
born with. It’s something year variation when we should have seen a crisis,” senior leadership, and connecting DEI initiatives
Optional socio-
that all successful leaders she says. “We weren’t pushing enough to see what across degree programs.
economic ques-
need to learn.” could change.” Going forward, building relationships with
tions added to
schools and organizations that can help Haas
application give
DAVID PORTER, CHIEF DIVERSITY, Mobilization of magnitude reach its diversity objectives is critical, says
a fuller picture
EQUITY, AND INCLUSION OFFICER What followed the 2018 outcry was an all-hands- Porter, who began his chief DEI role at Haas in
of an applicant
on-deck response from Haas. July. That includes partnering with Historically
Eight administrators convened at least two Black Colleges and Universities, Hispanic-Serv-
$1M devoted for
hours every day for a month, meeting with stu- ing Institutions, and multiethnic career affinity
DEI staffing
dents, faculty, and staff to craft the DEI Action groups to form mentoring programs that connect
“Mobilization of this Plan (see sidebar at right). Chandler provided Haas to a broader array of applicants and con-
Increased fund-
monthly public updates. “Mobilization of this necting with those applicants earlier and more
magnitude hadn’t happened magnitude hadn’t happened before at Haas in often. It also means identifying more nonprofits
ing for diversity
before at Haas in my initiatives across
my experience,” she says. that award scholarships to URMs, like the San
programs
experience.” Student leaders Tam Emerson and Matt Hines, Francisco Foundation does for African American
MBA 19s, are two of several students of color Berkeley undergrads.
More represen-
COURTNEY CHANDLER, whose recommendations informed the action plan. “Key to our efforts will be identifying additional
CHIEF STRATEGY & OPERATING tative hiring
The pair met with Chandler weekly during the financial support from our alumni and corporate
OFFICER committees
TA M EM ERSON PHOTO: WEBB C HAPPELL spring semester to discuss progress. Students also donors,” Porter says. “This support will give us
amped up recruitment efforts to let the incoming more flexibility to do the work.”
class know they’re welcome at Haas, engaging Some of that financial support Dean Harri-
in more targeted conversations with URM pro- son will use to hire more faculty, with an eye on
“Students got here spective students and hosting extra webinars and increasing diversity.
and…were shocked at happy hours. Asst. Prof. Drew Jacoby-Senghor, one of two
the demographics.” In addition, Emerson urged the action plan African American ladder faculty at the school, says
28 MARCO LINDSEY,
DEI TEAM MEMBER
committee to view the issue holistically. “We need
to talk more about…what it looks like to make
experiences more equitable for all marginalized
this is critical. He also says Haas’ curricula should
comprehensively address the challenges that those
serious about leading diverse workforces will face.
29
Berkeley HAAS SUMMER 2019You can also read
