Change lives. Change organizations. Change the World.
When we say change lives, change organizations and change the world, we really mean it. Stanford
GSB equips students to do that. You first have to start by changing yourself.
Students are naturally encouraged to innovate. We tend to attract students, we tend to attract
faculty who are not fearful of making mistakes. The fear is much more on missing out on opportunities.
The extreme commitment to "I came to change the world, I'm going to change the world"
what does that mean? My comfort zone ceases to exist.
GSB encourages you to take risks. It broadens your perspectives on how to influence,
how to lead. I learned to be a critical, analytical thinker.
Understand the global context of management. The research in governance that we're doing,
that shows up in SEC discussions, is used by companies in deciding how they design their
compensation programs, how they want to structure their board of directors. This is not a school
where we're simply training leaders for the domestic economy.
At the GSB I can use virtually the whole world while standing at this place.
Film directors, bankers and private equity consultants.
Renowned leaders from around the world, Nobel Prize winners.
It's really a transformational experience. Change lives.
Change organizations. Change the world.
I just expected going to a top business school, everyone was going to be super competitive
with each other. It's not like that at all. Going through the leadership curriculum has
really helped build my confidence and my ability to manage a high performing team.
I graduated from uh, Stanford Business School in 2002. Authentic leadership, and especially
the way it's used at Stanford, being self reflective, self aware and mission driven.
That ability to, to see myself and be true to myself, truly like the couple of years
I spent at Stanford Business School uh, have helped shape what I do as a global leader.
Change lives. Change organizations.
Change the world. If there was no Stanford Graduate School of
Business, there would be no Nike. It was in the Entrepreneurship class that French Ellenberger
taught that I wrote the paper that really became the blueprint for Nike.
The opening of the Knight Management Center represents a giant leap forward for the Graduate
School of Business. Through curriculum reform we now provide a very unique Management Education
experience. It is experiential, it's transformative, it's individualized, personalized, and now
we have the physical facility to put that in.
The Knight Center really demonstrates teaching and living responsibly with concerns for sustainable
design. This place is so much more than a physical
facility. So here I'm standing on the edge of a town square next to the Arbuckle Café
that abuts a community court, you can walk by 10:00 at night and you'll see students
inventing the future in front of your eyes. Everything on campus is within walking distance
of everything else. The University as a whole is a giant resource to the students.
The physical space grounds us enabling the ideas that are generating here to go way beyond
the walls of the Knight Management Center. I'm really interested in entrepreneurship
and innovation. Energy and clean tech space.
We're working on tourism and (illegible) Private equity.
Combining business and medicine. Stanford GSB believes in the individual's
ability to affect change. Make a difference in the lives of, you know,
hundreds, millions of people. The corner stone of our new campus reads,
"Dedicated to the things that haven't happened yet, and the people who will dream them up."
And I think that in a nutshell captures, uh, the essence of the GSB.
Pursue your dream. Dream on a world scale. I can do whatever
I put my mind to. Change lives.
Change organizations. And change the world.