1-89 of 89 related links

1908

Industry "advisory committees" authorized; textile committee created

Industry "advisory committees" authorized; textile committee created

 

1910

Corporation votes to establish an HBS "Administrative Board"

Corporation votes to establish an HBS "Administrative Board"

 

1913

HBS becomes a permanant, independent entity within Harvard

Harvard Corporation extends HBS's authorization indefinitely, and the School gains administrative autonomy from the Department of Economics.

 

1913

HBS runs a $15,000/year annual deficit; must be made up by gifts

HBS runs a $15,000/year annual deficit; must be made up by gifts

 

1917

Endowment of $450,000 generates income of $20,492

Endowment of $450,000 generates income of $20,492: substantially less than tuition income of $34,705

 

1917

Lincoln Schaub named acting dean to replace Gay

Lincoln Schaub named acting dean to replace Gay; cuts expenses by more than 20% (from $76,000 to $60,000)

 

1919

HBS records a deficit of $4,000

HBS records a deficit of $4,000 for 1918-19 school year; closed by fundraising in Boston and New York

 

1920

Harvard (and HBS) tuition increases from $200 to $250

Harvard (and HBS) tuition increases from $200 to $250: HBS still "loses" $150 per student

 

1921

HBS admits 35 men mid-year to help balance budget

HBS admits 35 men mid-year to help balance budget

 

1921

Tuition increases from $250 to $400 to close deficit and limit numbers

Tuition increases from $250 to $400 to close deficit and limit numbers: the first time a Harvard graduate school charged more than the College

 

1923

Donham approaches Bishop William Lawrence for fundraising help

Donham approaches Bishop William Lawrence for fundraising help

 

1923

Six-sevenths of HBS's income is tuition

Six-sevenths of HBS's income is tuition

 

1924

Campaign for $10 million is announced on former President Eliot's 90th birthday.

Campaign for $10 million is announced on former President Eliot's 90th birthday

 

1925

Tuition increases from $400 to $500 to allow reduction in section size from 150 to 100

Tuition increases from $400 to $500 to allow reduction in section size from 150 to 100

 

1926

HBS loses 4 professors to industry and 1 to Stanford; Donham expresses concern about salaries and competitiveness

HBS loses 4 professors to industry and 1 to Stanford; Donham expresses concern about salaries and competitiveness

 

1930

School admits an "extra" 100 students (from 1,000 to 1,100) as a "hedge" against future declines in enrollment

School admits an "extra" 100 students (from 1,000 to 1,100) as a "hedge" against future declines in enrollment

 

1930

Tuition increases to $600 to reflect increased costs and keep section size down

Tuition increases to $600 to reflect increased costs and keep section size down

 

1932

HBS operating budget is cut to $840,00, or approximately $125,000 below normal

HBS operating budget is cut to $840,00, or approximately $125,000 below normal; remains at that level for five years

 

1937

Donham asserts that HBS's relative financial independence is "one of the School's greatest assets"

Donham asserts that HBS's relative financial independence is "one of the School's greatest assets"

 

1937

Due to budget cuts, HBS is "doing badly" at training future HBS professors

Due to budget cuts, HBS is "doing badly" at training future HBS professors, and can't help other business schools

 

1938

Donham calls financial independence "one of the School's greatest assets"

Donham calls financial independence "one of the School's greatest assets"

 

1938

Donham reports cash reserves of only $38,000

Donham reports cash reserves of only $38,000

 

1940

Charter of "250 Associates" is amended to permit corporate memberships

Charter of "250 Associates" is amended to permit corporate memberships

 

1942

15% of HBS budget is covered by endowment income

15% of HBS budget is covered by endowment income

 

1942

Faculty votes guidelines for accepting research funding, emphasizing need for independence

Faculty votes guidelines for accepting research funding, emphasizing need for independence

 

1945

School's budget of $1.6 million is roughly balanced, but depends on $450,000 in gifts; David calls for an HBS endowment of $15 million

School's budget of $1.6 million is roughly balanced, but depends on $450,000 in gifts; David calls for an HBS endowment of $15 million

 

1946

HBS "Medical Department" is formally organized to handle large numbers of students

HBS "Medical Department" is formally organized to handle large numbers of students

 

1946

School operates at a deficit of $42,500, which Harvard covers (and which HBS repays in 1952)

School operates at a deficit of $42,500, which Harvard covers (and which HBS repays in 1952)

 

1947

Tuition is raised to $800, creating need for new loan funds

Tuition is raised to $800, creating need for new loan funds

 

1948

Harvard authorizes HBS and Dean David to seek $20 million in new funds

Harvard authorizes HBS and Dean David to seek $20 million in new funds

 

1949

HBSA is granted tax-exempt status as educational association

HBSA is granted tax-exempt status as educational association

 

1950

Only 7% of HBS budget is covered by endowment income; increases to 15% by 1955

Only 7% of HBS budget is covered by endowment income; increases to 15% by 1955

 

1953

HBS takes over operation of HBS Fund from alumni

HBS takes over operation of HBS Fund from alumni

 

1954

HBS Fund receives contributions totaling $141,664: up 36.9% over previous year

HBS Fund receives contributions totaling $141,664: up 36.9% over previous year

 

1954

HBS endowment exceeds $10 million

HBS endowment exceeds $10 million

 

1955

HBS budget exceeds $4 million

HBS budget exceeds $4 million (up from $1.2 million in 1942)

 

1956

Income exceeds expenses by $63,501

Income exceeds expenses by $63,501

 

1956

Tuition increases to $1,000

Tuition increases to $1,000

 

1958

Gifts received through HBS Fund exceed $332,000, up from $62,000 in 1950

Gifts received through HBS Fund exceed $332,000, up from $62,000 in 1950

 

1958

MBA tuition increases to $1,200

MBA tuition increases to $1,200

 

1962

Financial retrenchments and faculty debates lead to decline in field-based research

Financial retrenchments and faculty debates lead to decline in field-based research

 

1962

HBS endowment reaches $14 million

HBS endowment reaches $14 million -- up from $7.6 million in 1950 -- but income from endowment only covers 14% of HBS budget

 

1962

Office for financial planning and control at HBS is created

New office for financial planning and control at HBS is created

 

1963

Baker worries that HBS is too dependent on "soft money"

Baker worries that HBS is too dependent on "soft money"

 

1966

Cost of research program exceeds $1 million for the first time

Cost of research program exceeds $1 million for the first time

 

1966

Longer service staff begin to retire

Helen Eastman, Secretary of the School, retires after 45 years of service; Ruth Hetherston, Associate in Research, retires after 37 years as casewriter

 

1967

Unrestricted reserves begin three-year decline in relation to fixed expenses

Unrestricted reserves begin three-year decline in relation to fixed expenses; by 1970, reserves will cover only three months expenses

 

1968

HBS focuses on fundraising to expand faculty

Focus of HBS fundraising shifts from AMP building to financing expansion of faculty

 

1969

HBS negotiates price for "terminal time"

HBS negotiates for 42,000 hours of "terminal time" for 1969-70 for same price as 20,000 hours in 1968-69

 

'Citizen of the University' VIDEO: RT: 03:03

Interview clip with HBS Dean Jay Light who speaks on viewing himself as a 'citizen of the university' through his involvement in Harvard-wide affairs, such as his leading role in the creation of the Harvard Management Corporation on the behest of the Harvard Corporation and President Derek Bok, with whom he formed a close working association.

 

1970

Fouraker cautions against relying on "soft money"

Fouraker cautions that academic enterprises (including HBS) match "very soft resources against very firm . . . expenses"

 

HBS and Success: Impact in the World VIDEO: RT: 01:05

Interview clip with HBS Dean Jay Light who measures the success of HBS by the leadership of its students and faculty members in making their communities better places for all and in the knowledge generated at the School and disseminated into the world of ideas, all of which is based on the sound business model and administration of the School.

 

1970

HBS comes under budget pressures due to nationwide recession

HBS comes under budget pressures due to nationwide recession

 

HBS in Physical Space: Planning the Future Campus VIDEO: RT: 01:46

Interview clip with HBS Dean Jay Light who previews his vision of the campus expansion for the future and into the Allston campus as consistent with the McKim, Mead, and White plan and in keeping with the architectural character of the original buildings.

 

1970

HBS income more than 40% gifts

Current gifts account for more than 40% of HBS income (compared with 17% University-wide)

 

CLASS OF1970

Jay Light: Envisioning a Prospectus of Excellence and Leadership VIDEO: RT: 07:15

Story regarding the elements of his vision for leading HBS into the 21st century and for ensuring the continuation and broadening of the School's leadership and excellence: widening the scope of its collaborations with other Harvard departments and schools, universities, companies, and other entities; an initiative in the vital health care sector, in which many faculty members are actively engaged; an initiative in science-based businesses as knowledge industries will assert themselves ever more prominently in the future; and the design and plans for the physical expansion of the School, consistent with the original McKim, Mead, and White blueprint for the campus.

 

1970

Quota for foreign students in MBA program is abolished

Quota for foreign students in MBA program is abolished because they can now compete directly with U.S. candidates for admission

 

Senior Faculty and the Management of HBS VIDEO: RT: 02:24

Interview clip with HBS Dean Jay Light who conveys the magnitude of senior faculty members' contributions to the management and governance of HBS and cites the example of Dean John McArthur's request that he direct recruitment and training of new professors.

 

The Culture of HBS VIDEO: RT: 02:08

Interview clip with HBS Dean Jay Light who expounds on the strengths of the culture of HBS: the "active, engaged learning model" of the case method; the faculty's directly confronting and struggling with the problems and concerns of practitioners by exiting the classroom and entering the real world; and the School's flexibility and adaptability.

 

The Leader of the Harvard Business School VIDEO: RT: 02:34

Interview clip with HBS Dean Jay Light regarding his selection to be dean of the Harvard Business School, his adjustment to the great challenges of the position, and his love of the responsibilities and opportunities of the role.

 

1971

Anita Hersum, HBS administrator since 1926, retires

Anita Hersum, HBS administrator since 1926, retires

 

1972

Case-writing budget is cut

Due to financial concerns, case-writing budget is cut from $1.85 million in '70-'71 to $1.41 million in '72-'72, but only two fewer field cases are written

 

1972

Due to financial concerns, computer expenses are cut by $200,000

Due to financial concerns, computer expenses are cut by $200,000

 

Catching up with the Next Technological Generation VIDEO: RT: 02:51

Interview clip with HBS Dean Kim Clark, who states how he prioritized a complete technological modernization at HBS in order to carry the School into the Internet Age and relates how the systems staff expeditiously engineered the total upgrading of the School and implemented advanced technologies on the campus.

 

The HBS Community and Change VIDEO: RT: 03:55

Interview clip with HBS Dean Kim Clark, who expresses his thoughts on the core elements of the HBS community and culture and the necessity for fundamental change. He outlines his strategies for effecting this metamorphosis through the full participation of the faculty and staff in this institutional re-engineering. Intent on re-focusing the School's mission to the education of the next generation of leaders, he prioritized the philosophy of mutual support of faculty and staff to further the overarching goals of the School. All of these factors have resulted in a new ethic and an HBS where everyone thrives.

 

The School Succeeds by Developing New Leaders VIDEO: RT: 02:12

Interview clip with HBS Dean Kim Clark, who expounds on his ideas why HBS succeeds institutionally: by educating and fostering leaders who make a difference in the world, which is achieved through the recruitment and development of an excellent faculty and student body and a productive and effective administration.

 

CLASS OF1975

'Making a Difference in Our World' VIDEO: RT: 01:24

Interview clip with Nancy Barry, MBA 1975, who expresses her pleasure that HBS has changed its motto to 'Making a Difference in Our World' and her efforts to persuade HBS students to join enterprises and efforts to achieve that goal.

 

1975

Fouraker notes that he has "decentralized the management of the School..."

Fouraker notes that he has "decentralized the management of the School to a greater extent than [his] predecessors," using a "matrix organization"

 

CLASS OF1978

Fred Dolan Story VIDEO: RT: 05:15

Story regarding how HBS initially rejected him but how he persisted in his efforts to persuade the School to reconsider and his eventual triumph. In response to the School's decision, he played a joke on the School by submitting a rejection letter of his rejection letter. Associate Dean Dean Currie at first seemed to enjoy his wit and countered with his own rejection. After his acceptance to Boston University, he visited HBS and spoke with Assistant Dean James Foley who restated the School's position. Just before the opening of the term, HBS found a slot for him.

 

1978

Total administrative headcount is 367

Total administrative headcount is 367 (down from 424 in 1974)

 

1980

Dean McArthur appointed

Finance expert and experienced HBS administrator John H. McArthur is named HBS's 7th dean.

 

CLASS OF1982

Grandon Gill Story VIDEO: 10.5 minutes

Story regarding his experience attending HBS in the 1980s, colored by his previous experience, working on a naval nuclear submarine. He explains how HBS changed his name. His unlikely road to being chosen a Baker Scholar is told, in terms of his interest in just having fun and taking pleasure in disagreeing with any statement given in class. As a professor, he believes that Harvard should not keep its secrets but become an educational "evangelist" to other colleges.

 

1983

HBS raises application fee to reduce "casual applicants"

HBS receives 40,000 requests for MBA catalog, and more than 5,000 applications; raise admissions fee to $50 to reduce "casual applicants"

 

1991

HBS cases begin to go online

HBS and Xerox begin multi-year effort, headed by Director of Cases Judy Uhl, to put School's 7,000-plus active cases on line

 

1991

Neil Rudenstine is installed as Harvard's 26th president

Neil Rudenstine is installed as Harvard's 26th president

 

CLASS OF2002

Cinzia Rascazzo Story VIDEO: 8 minutes

Story regarding her experience at HBS as an international student from Italy and her decision to be an entrepreneur in her community.

 

CLASS OF2002

Gautam Deviah Story VIDEO: 8 minutes

Story regarding his experience attending HBS in the 2000s, the privilege and the obligations of an HBS education, and the professional and private values instilled by HBS that have made him a better person .

 

CLASS OF2003

Andrea Mitchell Kimmel Story VIDEO: RT: 09:17

Story regarding how the tragedy of September 11th impacted on her and her classmates and how the School provided support and counseling services for students. She met her future husband, Robert Kimmel, at HBS, and they regretted not heeding Professor Joe Lassiter's career advice to prioritize their first job by where they wanted to live. She returned to HBS to co-chair her 5th reunion and to work in admissions.

 

CLASS OF2008

Edward Keith Story VIDEO: RT: 02:43

Story regarding how the tragedy of Hurricane Katrina happened when he, who is from New Orleans, started the MBA years of his joint JD/MBA Degree program. Dean Kim Clark let him know at once that the School would provide any assistance he needed. This personal concern touched him deeply, and he knew HBS was the right place for him to achieve his goals of helping others.

 

CLASS OF2009

Stephanie Balois Story VIDEO: RT: 06:34

Story regarding her bonding with classmates during her Pre-MBA Program, the power of the HBS learning model, her admiration of alumni dedication, and her plan to convey her passion for the School to the next generation of students. She formed fast and lasting friendships in the course of her Pre-MBA. The Priscilla Ball was one of the most exciting events of her HBS years to date. As an international student far from home, she feels that her section members are a second family. During the Leading in Business and Beyond Global Summit, she attended a session on the future of the MBA Program and was taken aback by the passionate concern of the alumni which she intends to emulate for succeeding classes of students.

 

Experimentation and Vision: HBS Strengths VIDEO: RT: 00:50

Interview clip with HBS faculty member Warren McFarlan who says that the Harvard Business School's climate of experimentation and its search for restless intellects are key elements of its institutional strengths.

 

Investing in the Information Infrastructure VIDEO: RT: 02:11

Interview clip with HBS faculty member Warren McFarlan who talks about how Deans John McArthur and Kim Clark managed the Harvard Business School's resources to build the technological infrastructure to capitalize on the Internet.

 

Joint Appointment at the Kennedy School VIDEO: RT: 01:46

Interview clip with HBS faculty member Joseph Bower about his work to build the curriculum in public administration at the Kennedy School of Government and the complexities of Harvard joint appointments.

 

STAFF

Noah Cain Story VIDEO: 05:00

Story regarding the dynamic collaboration of students and MBA Student Services to improve the HBS experience. As a staff member close in age to the student population, his ideas are as highly valued as his more senior colleagues in a team-oriented work environment. All the hard work pays off at the momentous occasions from registration to graduation and through his personal connections with students along the journey.

 

One's Very Own Computer VIDEO: RT: 02:03

Interview clip with HBS faculty member Warren McFarlan about how Dean John McArthur tasked him to research how computers could enhance the learning experience and his conclusion that students should acquire their own computers and their response.

 

The Educational Core in the Electronic Classroom VIDEO: RT: 02:34

Interview clip with HBS faculty member Warren McFarlan who states that as technological innovations such as online course tools and Google have greatly enhanced learning and teaching, the case method is still the core of the Harvard Business School.

 

The Faculty Restructures Itself VIDEO: RT: 03:37

Interview clip with HBS faculty member Joseph Bower who recounts the congenial collegiality and cohesiveness of the faculty and the restructuring of the faculty by area in the 1960s.

 

The Learned Pivotal Point VIDEO: RT: 01:56

Interview clip with HBS faculty member Warren McFarlan who discusses Ed Learned's report on the future of information technology at the Harvard Business School and its impact on the School's educational and administrative processes and his career.

 

Warren McFarlan: Embracing Change with Intellectual Courage VIDEO: RT: 05:20

Story regarding the beginnings of computing at the HBS and his involvement in Jim McKenney's business game of the early 1960s, a landmark in the use of computers in teaching at the School. He chose HBS over Carnegie-Mellon despite the latter's techie credentials. He explains how the climate of experimentation at HBS and its search for restless intellects are key elements of its educational leadership.