Harvard Business School

The HBS Masters in Business Administration

To experience the HBS MBA is to go inside the issues that matter and to reach inside yourself for the strength, skills, and confidence developed to face them.  In every case, class, event, activity, one is asked not only to study leadership, but to demonstrate it.  

Six tenets that make Harvard Business School unique:

1. Global Intelligence 
    Rise to the challenge of operating in a global world.

2. Learning in Practice
    Learn how to make decisions in the face of conflicting data, complex politics, and intense pressures.

3. Entrepreneurship & Innovation
    Explore a potential new venture, connect with entrepreneurs, and discover the Harvard iLab.

4. Residential Learning Community
    Find a community of support and a close-knit network of friendships that last a lifetime.

5. Alumni Relationships
    Build connections and uncover business opportunities.

6. Publications & Resources
    Get access to the world's leading research and resources.  

The Social Enterprise Club

The Social Enterprise Club at Harvard Business School is one of the school’s largest student clubs with over 300 members. The Social Enterprise Club at HBS endeavors to inspire, educate and connect leaders who will create social change in the world.  Members have diverse interests (including for-profits, non-profits and the public sector) and varied levels of interest in social enterprise (ranging from students seeing a career in social enterprise to students who wish to engage in periodic discussions on social enterprise topics).

Our three Interest Groups encapsulate a broad array of socially-minded themes:

  • Education
  • Social Finance
  • Socially Responsible Business

Entrepreneurship in Education Reform

Entrepreneurship in Education Reform (EER) is an elective course for second year MBA students and cross-registrants who are interested in creating, leading, or supporting education enterprises with the purpose of driving higher levels of academic achievement for all K-12 students in the United States.

Two central questions run through the course: 1) Is there a link between effective leadership and management practices and higher educational outcomes, and 2) Will the introduction of market principles such as transparency of performance data, accountability for results at the individual and organizational level, and choices for customers among service providers force change on the public system and lead to higher performance? EER challenges students to consider these questions by examining the complexities of the existing education system, the strategies of entrepreneurial organizations that are attempting to address root causes of the performance problems in urban education, and the entrepreneurial behavior of leaders and managers trying to affect systemic change in both traditional and new types of public schools.

In 2013, EER will be split into two distinct components: 1) classroom case-based discussions and 2) team-based field project with a sponsoring organization or an approved student originated project. The team-based field project is designed to give students an opportunity to gain real-life experience addressing some of the challenges facing social entrepreneurs in the education sector and apply some of the conceptual frameworks covered in classroom discussions.