10 Highest GPA Averages in the Business School World
The role of a GPA in MBA admissions is a hotly debated topic among both admissions officers and applicants. How much does it really matter? Does a low GPA destroy your chances of getting into a top business school?
One of the most important things to keep in mind when considering how your undergraduate GPA will impact the MBA admissions process is the fact that not all GPAs are alike. Far from a standardized figure, GPA and the way it’s measured can vary from school to school- even major to major. For this reason, it can be difficult to use the GPA’s of different applicants as any accurate predictor of success.
An student’s GPA will always be an important part of the admissions process, because it helps tell admissions officers about past academic success. Still, admissions officers are well aware of the high level of variability between GPA scores. Taking this into account, most officers working in MBA admissions will always look for more to an individual’s story than just the GPA. Numbers like a GMAT/GRE can often paint a much more exact picture of future academic success than the highly variable GPA. Designed for standardization and to test individuals on the specific challenges of an MBA, a GMAT score allows admissions officials specific insight into each application.
When considering GPA, a general rule of thumb is to not ride or die by this number—whether for better or for worse. A low undergraduate GPA doesn’t necessarily spell disaster for one’s MBA ambitions, and even a perfect 4.0 can’t save an application if the other factors don’t add up.
Overall, the exact number of an undergraduate GPA may be less important than the story behind it. If your low GPA was a result of illness or another external factor while in school, personal statements on the application are a great opportunity to give context behind the numbers and help tell your story to admissions officials.
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Nevertheless, getting a sense of the average undergraduate GPA for your prospective programs can help give provide crucial insights. Class profiles and statistics for business schools throughout the country can give prospective students a good sense of the typical student looks like in each program, and help applicants decide if they’ll be a good fit.
Below, we take a look at the top 10 MBA programs with the highest average undergrad GPA. Take a closer look at these top schools to get an idea of the average student in each program- and your potential future classmates.
10 Highest GPA Averages for MBAs
1. Stanford University Graduate School of Business
The highest GPA average for MBA students in the U.S. belongs to the class at the Stanford University Graduate School of Business. For the Class of 2019, the average undergrad GPA was 3.74. This is down slightly from the school’s 2015 average of 3.75.
2. Harvard Business School
Often jockeying for position with Stanford, HBS took the number two spot this year with an average undergrad GPA score of 3.71. Three years ago, HBS still loomed large with a 3.66 average, and it just keeps getting higher.
3. Haas School of Business – UC Berkeley
Staying on the heels of Harvard, the Haas School of Business at UC Berkeley takes a top spot today with an undergraduate GPA of 3.7. This is a slight increase from the school’s 2015 average of 3.66.
The Haas School of Business GPA average for MBA applicants rose from 3.66 to 3.7 since 2015.
4. Yale School of Management
Significantly up from its GPA average of 3.6 in 2015, the Yale School of Management today has one of the highest undergraduate GPAs in the country at an average of 3.69.
5. Booth School of Business – University of Chicago
The MBA at University of Chicago’s Booth School of Business has consistently maintained one of the top GPA averages for programs in the U.S., up from 3.59 in 2015 to 3.6 this year.
6. The Wharton School – University of Pennsylvania
The Wharton School, consistently recognized for having some of the country’s top business programs, is nothing if not consistent. With a 3.6 average for incoming students between 2012 and 2015, Wharton maintains a perfect 3.6 average GPA this year as well.
7. Kellogg School of Management – Northwestern University
Northwestern’s Kellogg School of Management is another school where consistency is key. From 2014 to today the school has remained at an undergraduate GPA average of 3.6
The average Kellogg undergraduate GPA for MBA students has stayed at 3.6 since 2014.
8. Tuck School of Business – Dartmouth College
The average GPA for incoming students at Dartmouth’s Tuck School of Business has gone up and down throughout the years, but has consistently stayed among the highest in the country- down slightly from 3.52 in 2015 to 3.51 this year.
9. Columbia University – Columbia Business School
The Columbia Business School has always received distinctions as one of the top MBA programs in the country, and their average GPA for incoming students at 3.5—which has stayed the same for more than five years—is no exception.
10. MIT – Sloan School of Management
Typically placing much higher on the list, the average Sloan School of Management at MIT has decreased in recent years, from 3.54 in 2015 to 3.49 for this year’s incoming class. The number nonetheless still remains among the highest average GPAs for MBA programs throughout the country.
Harvard Adcom Director Launches Application Tips Series
Clear Admit recently spoke with Chad Losee, the Managing Director of Admissions and Financial Aid at the Harvard Business School, which you can read in full below.
Clear Admit had the pleasure of sitting down with Harvard Business School Managing Director of Admissions and Financial Aid Chad Losee a few weeks ago when we were in Boston for the annual Graduate Management Admission Council conference. Losee shared then his plans to launch an Application Tips series on his blog. True to his word, he kicked things off earlier this month.
Each week, he plans to tackle a different element of the application, offering suggestions for how to approach it and clearing up any misconceptions applicants may have. “My goal is to demystify the written application and give you some simple, practical suggestions for putting together your story,” he wrote.“When July hits, I know from personal experience that applying starts to feel ‘real’ when you are planning to apply to HBS in Round 1,” he wrote. He’s referring, of course, to his own application process to HBS not all that long ago. (He’s a 2013 graduate of the MBA program.)
Up first, in a July 13 post to his Direct from the Director Blog, he turned his focus to the “Employment History” section of the application. “I think there’s a temptation to just ‘go through the motions’ in this part of the app—maybe because it feels similar to your resume?” he wrote. But doing so means missing a valuable opportunity to help the HBS admissions team really get to know you.
“The employment history section ought to be one of the more self-reflective parts of the application as you step back and take stock of your journey so far,” Losee advised. “Don’t be afraid to show a little personality in your responses!”
This means taking full advantage of the 250-charcter text boxes you’re given to provide details about your most recent three jobs, including your role and responsibilities, company/organization description, reason for leaving, key accomplishments, and most significant challenge.
HBS Managing Director of Admissions and Financial Aid Chad Losee
Use your own words—not an HR job posting or company boilerplate—to explain the most important aspects of your individual role as well as the specific division or team you are a part if you work for a large well-known company. “If you work at a startup or your family business, giving us details beyond what is available online is also very helpful,” he added.
Your reason for leaving can be simple and straightforward. But take the opportunity to “reflect on the ‘why’ of a key transition in your work life,” Losee continued. And do more than simply list key accomplishments or significant challenges—communicate why they were meaningful to you.
Losee will zero in on the essay portion of the application in his next post in the series, followed by recommendations, standardized tests/transcripts, awards/extracurriculars, and résumé.
We think it’s great that he’s taking the time to demystify the HBS admissions process. If you’re gearing up to apply, you certainly don’t want to miss out on what he shared. We’ll capture the essence of his subsequent posts in recaps here, but you can also visit his blog yourself. HBS will also share the tips via Instagram, so if that’s more your jam, you can follow along at @hbsadmissions.
Losee did confess to one hesitation at the outset of the series, namely that applicants might try to follow his suggestions too closely. “The written app is for you to introduce yourself—we designed a lot of ‘space’ in the app for you to tell your story,” he stressed. “If you’re following a rote/cookie-cutter approach we won’t be able to get to know you. So, promise you won’t do that?”
The new “Application Tips” series complements other scheduled HBS events and webinars—be sure to add those to your calendar as well.
Managing a Personal Crisis, and More – Boston News
What’s going on in Boston this week?
How to Manage an Employee Who’s Having a Personal Crisis – Harvard Business Review
The Harvard Business Review recently explored how managers can best support employees to “take care of themselves emotionally while also making sure they are doing their work.”
Annie McKee, author of How to Be Happy at Work and a senior fellow at Penn’s Graduate School of Education, offers three helpful suggestions:
- Set a tone of compassion in the office. It will not only give your employees confidence to approach you with struggles, but also give you the ability to spot warnings signs.
- Be creative with solutions. A flexible schedule may allow a person to maintain their output without much disruption.
- Check in from time to time, both to reassure the employee and to make sure that further adjustments or accommodations aren’t needed.
You can read the full article over at HBR.
Agile at Scale, Explained – MIT Sloan Newsroom
MIT Center for Information Systems Research’s Kristine Dery is currently studying how agile management—the increasingly popular management methodology adopted by the likes of Microsoft, Ericsson, and Spotify—relates to the employee experience.
MIT Sloan School of Management senior lecturer and industry liaison Carine Simon writes, “The traditional method of managing, the waterfall method, which is very inflexible, planned-in-advance, linear, and not iterative at all, wasn’t lending itself at all to the flexibility and the adjustments that were necessary to make great software.”
Simon adds, “[Agile is] iterating with customer feedback, prototypes, and tests, versus taking some requirements and issuing the product maybe a year later, when the customer’s requirements have changed or technology has evolved.”
Many companies have taken note of agile’s prevalence and begun to “ask whether the method’s practices and philosophies could be scaled up to apply with equal success to other projects or even entire business functions,” according to Simon and Dery.
Simon continues, “In customer-centric processes where customer input is key, and in that sense it’s quite uncertain or fast-changing, then those would be the types of areas in a firm that lend themselves to agile.”
Check out the full article here.
Questrom Professor Named 2018-19 Batten Fellow – Questrom Blog
BU Questrom School of Business‘ Siobhan O’Mahony was recently awarded a 2018-19 Batten Fellowship by the Batten Institute for Entrepreneurship and Innovation at University of Virginia Darden School of Business.
The Batten Fellows program, according to Darden, “provides support for prominent thought leaders and high-potential scholars who seek to generate new knowledge about entrepreneurship and innovation.”
O’Mahony, an Associate Professor of Strategy & Innovation and Academic Director of Research and Curriculum for Innovate@BU, explores how “technical and creative projects organize for innovation.”
O’Mahony plans to use her fellowship to “research entrepreneurial ecosystems and how those systems influence entrepreneurs and their efforts around venture creation.”
Read all about O’Mahony’s fellowship as part of the full article here.
Financial Times Ranks the Top MBAs for Entrepreneurs
Leading entrepreneurs in the business world today can often be seen as trailblazers, standing strong and independent in an often cutthroat world. What isn’t seen as often is the kind of support—whether financial capital or mentorships—that can help get an idea off the ground. In recent years, business schools and MBA programs around the globe have made this kind of support for new businesses a core part of their operation, often offering entrepreneurship majors, business pitch competitions, startup incubators and more.
Each year, The Financial Times releases their ranking of the best MBA programs for entrepreneurship, helping up-and-coming entrepreneurs to make informed choices about the best program for their career and startup goals. Its latest ranking, for 2018, has just been released.
The 2018 ranking of the top MBA’s for entrepreneurship compiled fifty schools from around the world. A number of factors went into determining which schools would make the grade, including the percentage of graduates who started a company after earning their degree, percentage of female entrepreneurs, the extend to which funding from the school or from the school’s alumni network helped in the creation of new businesses, and more. These factors combined would help decide in what position a school would fall on the ranking.
This year, schools in the United States took the top three spots on the list: the Stanford Graduate School of Business, the F.W. Olin Graduate School of Business at Babson College, and the Tuck School of Business at Dartmouth College. Two UK business schools—the Lancaster University Management School and the Cass Business School—rounded out the top five.
Despite dipping numbers of students, the Stanford Graduate School of Business entrepreneurship program is still the top-ranked in the world, according to the Financial Times.
At Stanford, although it still ranked as the best school for entrepreneurship globally, there was actually a significant drop since in the number of students starting a business within three years of graduation. This year, it was just 22 percent of students compared with last year’s 36 percent. Babson College’s Olin Graduate School of Business also witnessed a drop; from 52 percent last year to 37 percent in 2018.
One explanation for the drop, however, is not that interest in entrepreneurship is declining, but instead being taken on more as a ‘side hustle’ than a full-time career. This was certainly the case for Samantha Penabad, a former strategy manager at Accenture and MBA at Berkeley’s Haas School of Business, who has been working on a digital donation platform called GivingFund. Although she didn’t intend on becoming an entrepreneur when she started business school, tutors at the university helped her to develop a business plan and a fellow student with finance experience joined as a co-founder. The service is scheduled to launch later this month.
But GivingFund remains a side job for Penabad, who will be taking on a full-time job in strategy and operations at Google in New York after graduation. As a result, someone like Penabad will be not be included in data for students starting businesses after graduation, but among those accepting full-time jobs. Students pursuing similar paths—working full-time but starting businesses on the side—may help explain the dip in entrepreneurship that many MBA programs are witnessing.
One reason behind this trend may be the fact that many students see a full-time role as just one step to eventually starting their own company. By putting their skills to work at a top company like Amazon or Google, students are able to more quickly pay off their student loans, which means eventually starting a business debt free. Companies like Amazon also may seek out those with entrepreneurial experience, because it demonstrates an attractive leadership quality.
“We welcome applicants with an entrepreneurial spirit,” says Amazon’s senior manager of campus recruiting, Dee Clarke. “They are given the ownership over their work, like they would [in] their own business, but within a global support network that provides added guidance and support.”
Guthrie Jones, an MBA at London’s Cass Business School, holds a similar philosophy. Although he had no intention of getting into entrepreneurship, he couldn’t stop thinking about one particular business idea and decided he’d have to pursue it. Guthrie believes his company, Icepick, which lets people rent out space on their hard drives, has the potential to become a global business. Still, if he right opportunity for a salaried role came up after graduation, he would gladly shift his plan to the side.
Nevertheless, student interest in studying entrepreneurship as part of their MBA has grown at schools like Cass. Part of this may be the result of Cass’s £10m investment fund, which has not only supported new MBA start-ups but has also trained students in the process of investing.
Financial Times MBA Entrepreneur Ranking (2018)
- Stanford Graduate School of Business
- F.W. Olin Graduate School of Business (Babson)
- Tuck Business School (Dartmouth)
- Lancaster University Management School
- Cass Business School (City University)
- Otto Beisheim School of Management (WHU)
- IMD Business School
- Saïd Business School (Oxford)
- Harvard Business School
- Judge Business School (Cambridge)
Can Society Keep Up with Tech Entrepreneurs? – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
When Technology Gets Ahead of Society – Harvard Business Review
The Harvard Business Review recently dove into work by professor and Harvard‘s Lakshmi Mittal South Asia Institute Director Tarun Khanna that examines tech entrepreneurs’ “insouciance about the legal and social issues their innovations birth.”
Khanna explains that one pervasive issue we are collectively trying to negotiate is that necessary “regulatory, logistical, and social barriers” often struggle to keep pace with new and increasingly disruptive technologies.
“Although electric cars are subsidized by the federal government, Tesla has run afoul of state and local regulations because it bypasses conventional dealers to sell directly to consumers. Facebook is only now facing up to major regulatory concerns about its use of data, despite being massively successful with users and advertisers.”
Khanna argues that instead of shortening the “period between the advent of a technology and the emergence of the rules and new behaviors that allow society to embrace its possibilities,” Khanna encourages tech leaders to “take more responsibility for the whole ecosystem and bring regulators and consumers along with them, all of society stands to benefit.”
You can check out the full article here.
Machine Learning Will Redesign, Not Replace, Work – MIT Sloan Newsroom
MIT Sloan’s Erik Brynjolfsson, Carnegie Mellon’s Tom Mitchell, and Daniel Rock, a doctoral candidate and researcher at the MIT Initiative on the Digital Economy, published new research in the American Economic Association Papers and Proceedings, which finds that automation will most likely replace “specific tasks within jobs, rather than entire occupations themselves.”
Brynjolfsson writes, for instance, about deep neural networks that are adept at “tasks involving predictive analytics, speech and image recognition, and natural language processing, among others.”
The researchers write, “Automation technologies have historically been the key driver of increased industrial productivity. They have also disrupted employment and the wage structure systematically.”
“However, our analysis suggests that machine learning will affect very different parts of the workforce than earlier waves of automation. Machine learning technology can transform many jobs in the economy, but full automation will be less significant than the re-engineering of processes and the reorganization of tasks.”
You can read the full article here.
Northeastern Recognized For Excellence in Fostering Entrepreneurship – D’Amore-McKim Blog
At its recent Symposium for Innovation and Entrepreneurship, the Deshpande Foundation bestowed its 2018 Entrepreneurial University Award on Northeastern for the school’s “overall excellence in innovation and entrepreneurship.”
The Deshpande Symposium assembles “policy planners, academics, and practitioners from around the globe to discuss best practices for integrating entrepreneurship through university and college communities.”
This marks the second time in four years that Northeastern was honored at the Deshpande Symposium, having won the 2015 Excellence in Student Engagement in Entrepreneurship award.
Of the Entrepreneurial University Award, D’Amore-McKim Dean Raj Echambadi writes, “We pride ourselves in creating and training ‘Chief Entrepreneurial Officers’ who think differently and are capable of solving the grand challenges of business and society in a global economy.”
“This award is a testament to the strength of experiential learning through the integration of rigorous classroom education and real-world entrepreneurial engagement.”
The full article can be found here.
MIT on the Problems with Twitter, and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
Marketers Take Note: When Too Many Choices are a Burden, Not a Benefit – Questrom School of Business News
BU Questrom School of Business Ph.D. alum Sarah Whitley recently co-authored a new Journal of Consumer Research paper with Associate Professor Remi Turdel and fellow Assistant Professor Didem Kurt, in which they discovered “that people typically want more choices when they’re buying for pleasure [and they want] fewer choices when they make a purchase for strictly utilitarian or functional reasons.”
The research dives into what is more commonly known as the Paradox of Choice. The idea crept into the market lexicon shortly after the release of the 2004 book The Paradox of Choice – Why More Is Less from psychologist Barry Schwartz, NYU alum and U. Penn Ph.D. The general idea Schwartz derived was that consumer anxiety could be caused by too many options. However, research from Whitley, Turdel, and Kurt reveal that it may only pertain to specific kinds of purchases, not simply overall.
Whitley says the major takeaway is that businesses can be more strategic if they know “what motivates the buying decisions of their customers.”
“For product categories where people feel that they have unique preferences, it may be worth it to have more variety. It may be fine to reduce the number of offered products where this is not the case.”
You can read the full article here.
Solving Twitter’s ‘Follow-Back’ Problem – MIT Sloan Newsroom
About four years ago, MIT Sloan Associate Professor of Operations Tauhid Zaman put together a social media experiment in which he used Taylor Swift’s friends on Twitter to “open the gates to her inner circle.”
Dubbed the “follow-back problem,” Zaman sought to understand “the underlying dynamics of follows on Twitter, [such as] what kinds of Twitter interactions matter the most when trying to get followers? And do overlapping social networks actually help build connections? If they do, then to what degree do they help?”
Zaman found that Twitters “who don’t follow many other people are unlikely to follow you back, while those who follow a lot of people are likely to follow you if you follow and retweet them.” He also found that if, for instance, “Swift follows somebody who, in turn, follows Zaman, then Zaman has a greater chance that Swift will follow him.”
The article notes that social media tools can “have a tremendous blast radius” in terms of their ability to powerfully influence the opinions of a whole country.
“In my opinion, this can be far more dangerous than conventional weapons which have a fixed blast radius. These are weapons, and I’m building efficient ways to use the weapons, so this has to be handled with care,” Zaman said.
Read the full article, the first in a three-part series examining new work about Twitter, influence, and bots, here.
How CEOs Manage Time – Harvard Business Review
Harvard Business School Professors Michael E. Porter and Nitin Nohria recently published a piece in the Harvard Business Review that examines how CEOs allocate their time.
According to the article, face-to-face interactions take up “61 percent of the work time of the CEOs we studied. Another 15 percent was spent on the phone or reading and replying to written correspondence. The final 24 percent was spent on electronic communications.”
The authors describe the CEO’s job as “relentless.” They write, “Given that work could consume every hour of their lives, CEOs have to set limits so that they can preserve their health and their relationships with family and friends. To sustain the intensity of the job, CEOs need to train—just as elite athletes do. That means allocating time for health, fitness, and rest.”
You can read the full article here.
