MBA Alumni Spotlight: Nike Co-Founder Phil Knight – Stanford Graduate School of Business
Phil Knight, a graduate of the Stanford Graduate School of Business, didn’t become one of “the most powerful person in sports” overnight. The co-founder and chairman of Nike, Inc., the world’s most successful sports apparel manufacturing company, saw a lengthy and uncertain career filled with hurdles before amassing tantamount success. Continue reading…
Do Women Entrepreneurs Get Less VC Funding? Wharton and Columbia Researchers Find a Large Gender Gap
Over the last few years, there has been a lot of talk about more women in business. From the promotion of organizations like the Forté Foundation—which seeks to enhance women in business—to CNBC claiming “the Golden Age for women entrepreneurs has finally begun,” enterprising women seem to be everywhere. Unfortunately, this doesn’t mean that the deck is stacked in their favor. In fact, researchers from Columbia Business School and The Wharton School found the opposite was true.
The Gender Gap in Startup Funding
In a paper published in the Academy of Management Journal titled, “We Ask Men to Win & Women Not to Lose: Closing the Gender Gap in Startup Funding,” researchers looked at how women fared compared to men when they were trying to get funding for their startups.
After reviewing footage from the TechCrunch Disrupt startup competition, the researchers found that women were asked entirely different types of questions about their companies compared to their male counterparts. Men received more questions about their project’s potential for growth, while women received questions on the opposite end, about their potential risks and losses. This difference in questioning had a measurable impact on the funding each startup received.
The research paper, written by Dana Kanze (a Columbia Business School Ph.D. student), Laura Huang (a Wharton School Professor), Mark A. Conley (a Columbia Psychology Ph.D.), and E. Tory Higgins (a Columbia Psychology Professor), sought to delve into the enormous gender gap revealed in venture capital funding. According to the paper, only 2 percent of VC funding goes to women entrepreneurs in spite of the fact that women own 38 percent of U.S. businesses and represent 7 percent of venture capital firms.
One of the keys to this drastic difference in funding was how VCs—both male and female—framed funding questions for women-created businesses. Kanze explained the thought process in a Forbes article.
“According to the psychological theory of regulatory focus, investors adopted what’s called a promotion orientation when quizzing male entrepreneurs, which means they focused on hopes, achievements, advancement, and ideals,” Kanze said. “Conversely, when questioning female entrepreneurs, they embraced a prevention orientation, which is concerned with safety, responsibility, security, and vigilance.”
Inside the Research
To study how this difference in questioning impacted women and men entrepreneurs, the research team reviewed the Q&A sessions of 189 startup entrepreneurs—12 percent of whom were women—held by 140 prominent venture capitalists—40 percent of whom were women. Using software to analyze each session, researchers discovered that 67 percent of questions posted to men were promotion-oriented while 66 percent of questions posted to women were prevention-oriented.
In the end, the study found that this difference in questioning led to a huge difference in VC funding. Among comparable companies, the research team found that businesses that were asked prevention-oriented questions raised (on average) $2.3 million in funds in 2017, while their promotion-focused counterparts raised $16.8 million—nearly seven times more.
“In fact, for every additional prevention question asked of an entrepreneur, the startup raised a staggering $3.8 million less, on average,” Kanze told Forbes. She continued, saying, “Controlling for factors that may influence funding outcomes—like measures of startups’ capital needs, quality, and age, as well as entrepreneurs’ past experience—we discovered that the prevalence of prevention questions completely explained the relationship between entrepreneur gender and startup funding.”
However, there was some good news. For female entrepreneurs who received prevention-focused questions but responded with promotion-type answers, they were able to raise $7.9 million, versus $563,000. This suggests that regardless of how VCs phrase their questions, entrepreneurs can recover much of their funding potential if they answer in the positive.
To test their findings, the research team conducted an experiment that recreated the TechCrunch Disrupt conditions with 194 VCs—30 percent of whom were women—and 106 entrepreneurs—47 percent of whom were women. After removing startup specific details, the team asked the VCs to allocate $400,000 to their chosen entrepreneur.
According to the Kanze in a Harvard Business Review article, the team found that: “Angel investors allocated an average of $81,113 to startups in the prevention question, promotion answer condition—1.6 times larger than the $52,369 average allocated to those in the prevention question, prevention answer condition. Similarly, ordinary investors gave an average of $96,321 to the prevention question, promotion answer condition—1.7 times larger than the $55,377 average given to the prevention question, prevention answer condition.”
Speaking with Professor Laura Huang
To gain additional insight into the results of the research paper, we spoke with Professor Laura Huang at the Wharton School. Here’s what she has to say.
- What was the most surprising result that came out of your study?
“It was surprising that both men and women investors were equally as likely to ask prevention-focused questions to women, as opposed to promotion-focused. It wasn’t that men were the only ones biased, but that both genders were equally as likely to be biased.”
- Do you have any advice for female entrepreneurs looking to raise venture capital?
“Stop it in its tracks. When you see something like this happening, stop it immediately and redirect the response so that you’re making yourself on equal footing. Don’t allow that train of thought to go through where you’re getting asked prevention-focused questions and investors are focused on the risk. Answer the question that’s asked but redirect your response toward possibilities and success.”
- How do you think VC funding can change for the future to close the gender gap?
“Part of it is an awareness on the investors’ side. It’s also up to the entrepreneurs to redirect each question toward the right focus. A lot of this gap is implicit. Investors don’t realize they’re asking prevention-focused questions of women; they just automatically ask certain questions to each gender. Awareness around the tendency toward prevention-focused questions for women entrepreneurs and a focus on redirection toward promotion is key.”
Cranfield School Appoints Professor Lynette Ryals as Interim Director
Beginning August 1, Professor Lynette Ryals will take over as the Interim Director at the Cranfield School of Management. It is the first time in the school’s 50-year history that the position has been taken up by a woman. She is succeeding Professor Maury Peiperl, who is leaving the school to take over as Dean of the School of Business at George Mason University near Washington DC.
The Future of Business: Goizueta Social Enterprise
Over the past few decades, social enterprise—the idea that business can be used to identify and bring about transformative societal change—has emerged as a new way of doing business. As Sally Osberg and Roger Martin explained in the Harvard Business Review, “typically, the aim is to benefit a specific group of people, permanently transforming their lives by altering a prevailing socioeconomic equilibrium that works to their disadvantage.” This hybrid approach blurs the lines between traditional business, government and non-profit sectors, and it’s attracting attention more than ever before.
In recent years, social enterprise has grown into a prominent area of interest for MBA students. In fact, some programs, including the MBA at Emory University’s Goizueta Business School, offer social enterprise as an MBA curriculum concentration as well as programs such as Social Enterprise @ Goizueta, which is open to all students interested in the business of social impact. Continue reading…
The Global MBA Experience at London Business School
One of the primary social impacts of increasing globalism is the sense that world feels like it’s shrinking. But for business, that means there are opportunities for expansion unlike ever before. As it has become easier than ever to communicate and work together across vast distances, so too has it become more likely for organizations to grow their businesses. And according to a recent YouGov Survey, globalization is still seen as a force for good rather than bad in the world.
“Unsurprisingly, the countries that are the biggest enthusiasts of globalization are the ones that have benefited most from it—the poorer nations of East and South East Asia,” it explains. “Here, belief that globalization is a force for good reaches at least 70 percent in all countries …”
For that reason, it has become more important than ever for MBAs to gain a global perspective of business while in school. Not only do MBAs with global experience better understand the impact of language, culture, traditions, government, legal structures and politics on business, but they’re also more likely to be able to make use of opportunities that international markets present.
The Global MBA Experience
So, what makes an MBA program global? There are a few factors that go into it including:
- Diversity of students and faculty.
- International orientation of curriculum and course material.
- Employment and recruitment opportunities for graduates.
- Reach of the alumni network.
- Location of the school.
- Partner programs.
Global MBA programs tend to offer a level of international exposure for students and faculty that is not often seen within a traditional, local MBA program. This means that group projects and discussions aren’t based on a single viewpoint but rather reference a variety of regions and countries. These programs also typically include opportunities for additional learning in another country through exchange programs or geographically diverse recruiting partners.
And there’s no hiding the fact that a Global MBA experience benefits both students and companies. McKinsey & Co. analysis shows that companies with a more diverse workforce perform better financially than respective national industry medians. Harvard Business Review recently wrote on the topic as well, saying, “by correlating diversity in leadership with market outcomes as reported by respondents, we learned that companies with 2-D diversity out-innovate and out-perform others.”
Global Business Experiences at London Business School
It’s for this reason and many others that the London Business School has made globalization a priority. Gareth Howells, the Executive Director of MBA & MIF Education, explained it this way. “At London Business School, being global is in our DNA and informs everything we do. By further expanding our reach through the expansion of our global menu, we believe we can ensure our graduates create value and impact all over the world. Global talent is an integral part of today’s workplace with everyone seeking to create success in a multicultural environment.”
Not only is the London Business School 2018 MBA class made up of 70 nationalities, but the school is also about to add even more of a global experience to its MBA program thanks to their Global Business Experiences (GBEs). Each GBE is a week long program that consists of faculty briefings, guest speakers, site visits, workshops, panels, company visits and opportunities to engage with local LBS alumni in each region.
The GBE program gives students the opportunity to apply their academic learning in a real-life, global business environment and ensures students have the skills to constantly evolve their global mind-set. The goal of the program is to help MBAs flourish outside of their comfort zones and to gain familiarity and experience working with classmates and within organizations from different cultures and industries around the world.
The best part about the GBE is that no program is the same. Each experience changes with the location and the organization hosting the experience. Starting this August, MBAs at the London Business School will:
- Experience two new regions for the GBEs including Lima and Tel Aviv.
- Have additional language opportunities: Italian and Japanese have been added to LBS’ existing provision of French, Mandarin, German, Russian, Portuguese, Arabic and Spanish.
- Increase their knowledge with the Global Business Practice course supporting students with cultural awareness.
GBE Student Experience
Below are two student testimonials about the Global Business Experience at LBS.
“What appealed to me was the fact that this GBE had a component where I was working with an entrepreneur,” explained Jenny Troung, a 2013 MBA student who visited South Africa. “This meant that what I was doing in those five days was related to what I had been learning in the previous year. We helped the entrepreneur with his accounting to figure out if it is more profitable to sell a chair compared to an ottoman. And that was real business insight that I had to apply from School.”
“My GBE in Johannesburg was life changing,” described Marie Milleron, a 2015 MBA student. “Whether it was helping our township entrepreneur with the little resources she had, or understanding the challenges of a developing economy with a heavy past, it was a unique time of personal growth and reflection.”
To learn more about the GBE program at London Business School, visit the school website.
Cambridge Judge Professor Talks Ethics in the Workplace
Business school isn’t just about educating professionals in the classroom. The best schools, such as Cambridge Judge Business School, take their education a step further with business research. That’s why recently, David De Cremer, a KPMG Professor of Management Studies at Judge, wrote an article for Harvard Business Review about workplace behavior titled, “6 Traits that Predict Ethical Behavior at Work.” Continue reading…
