哈佛商学院为什么还想再筹$10亿

    在另外一份简介视频中，哈佛高级副系主任、MBA项目主任扬米•穆恩谈到了学院对不同领域领导人的培训。她说：“如今，商业领导力在越来越多的领域变得越来越重要，不仅在商业领域，还包括医疗、教育、政府、社会企业、非盈利机构、艺术等等领域。而这反过来要求我们有能力让有着不同背景的人进入我们的课堂学习。”

    这所学院在介绍它的十亿美元融资项目时重点提到了在可能被认为是“社会救赎性”领域工作的学生和毕业生，如医疗保健或非盈利机构，没有提及对冲基金、私募股权公司或金融经理等吸引最多MBA毕业生的领域。很明显，很少有哈佛MBA毕业生会很快去从事教育和社会企业中的低薪工作。去年，仅5%的毕业生进入了非盈利机构和政府部门。绝大多数哈佛MBA毕业生进入了金融服务业（27%）、咨询（22%）和技术行业（18%）。

    哈佛商学院向潜在资助者们提供的海量数据也都来自非盈利部门：校友俱乐部每年提供价值1,000万美元的无偿服务，自1993年以来，哈佛商学院教学人员撰写了800多本有关社会企业的图书和案例，为500名以上学生提供在社会企业俱乐部成员单位实习的机会，以及自1982年以来为超过1,300名学生提供社会企业暑期实习机会。单从这些数据来看，赚钱和雇人好像都已经过时了。

    当然，哈佛商学院并不是唯一一家在筹款的商学院。毕竟，筹款是如今每一位院长在任期间的普遍需求。西北大学（Northwestern University）凯洛格管理学院（Kellogg School of Management）的筹款目标是2亿至3.5亿美元。哥伦比亚商学院（Columbia Business School）正在为建设新校园进行5亿美元筹款。伦敦商学院（London Business School）目前也在计划募资1.6亿美元。

    但相对于哈佛商学院的10亿美元，其他商学院的筹款任务看起来就容易得多。上周五，筹款活动的启动仪式在哈佛商学院举行，数百名毕业生、在校生、教学人员、工作人员和友人参加了为期一天的活动，包括案例讨论，以及由教师主持的针对各种商业话题的在校生与毕业生座谈会。晚上，哈佛校长德鲁•吉尔平•福斯特、哈佛商学院院长尼廷•诺瑞亚和活动主持人、赫斯公司（Hess Corporation）CEO约翰•赫斯（MBA 1977），分别进行了发言。

    诺瑞亚在发言中说：“真正让哈佛商学院与众不同的是我们持续创新的能力。不论遇到挑战还是机遇，我们都能够迅速而彻底地应对，同时通过思考形成新的解决方案。正是这种能力让我们在1912年推出了MBA学位，第一个管理案例研究，以及最终在二战结束后变成了高级经理人教育的再培训项目。”

    诺瑞亚补充说，这次筹款活动将突出未来几年灵活融资对于支持哈佛商学院发展的重要性。（财富中文网）

    翻译：刘进龙/汪皓

    In yet another brief video, Youngme Moon, Harvard's senior associate dean and chair of the MBA program, talks up the school's training of leaders in a wide range of fields. "Business leadership matters more than ever today in more spheres than ever," she says, "not just in business, in areas such as health care, education, government, social enterprise, non-profit organizations, the arts, the list goes on and on. And it all comes back to our being able to fill our classrooms with folks from different backgrounds."

    In making the case for the billion, the school is placing emphasis on the students and alumni who work in what some might consider socially redeeming areas, such as health care or non-profits -- not hedge funds, private equity firms, or money managers, fields that attract the largest numbers of MBA grads. Obviously, few Harvard MBAs are immediately attracted to the low paying jobs in education and social enterprise. Last year, only 5% of its graduates went into the non-profit and government sectors. The vast majority of Harvard MBAs took positions in financial services (27%), consulting (22%), and technology (18%).

    Yet the sea of statistics HBS is sharing with its potential funders are all in the do-gooder camp: the $10 million worth of pro bono services provided annually by alumni clubs, the more than 800 books and cases on social enterprise by HBS faculty since 1993, the 500-plus students in the social enterprise club, and the more than 1,300 social enterprise summer fellows since 1982. It's as if making money and employing people is out of style.

    Harvard, of course, is not the only business school seeking to raise money. After all, fundraising is a habitual requirement of a deanship these days. Northwestern University's Kellogg School of Management is $200 million into a $350 million fundraising goal. Columbia Business School is in the middle of a campaign to raise $500 million to fund the construction of a new campus. London Business School is currently trying to raise $160 million.

    But next to HBS' $1 billion, those sums don't look daunting. The kickoff for the capital campaign took place last Friday on the HBS campus with hundreds of alumni, students, faculty, staff, and friends participating in a day-long series of events that featured case discussions and faculty-led student and alumni panels on a wide range of business topics. In the evening, Harvard President Drew Gilpin Faust, Harvard Business School Dean Nitin Nohria, and Campaign Chair John Hess (MBA 1977), CEO of Hess Corporation, offered remarks.

    "What truly distinguishes Harvard Business School is our capacity to continually innovate," said Nohria in a statement. "We see a challenge or an opportunity and we can respond quickly but thoughtfully to develop a novel solution. This is what led to the launch of the MBA degree, the first management case study in 1912, and the retraining programs that ultimately became Executive Education after World War II."

    The campaign, Nohria added, will emphasize the importance of flexible funding to support the school for years to come.