SUMMER 2019 2 4 All In The path to a diverse and inclusive Haas Plus: NATION BUILDING P. 18 MANAGING GEN Z P. 14 2 1 How can my company’s How do a Native actual, day-to-day culture American be assessed? tribe’s PAGE 12 fi nances work? 4 PAGE 18 TEN TAKEAWAYS What your 3 earthquake 5 kit can do Am I drugged out without on information? PAGE 45 PAGE 7 6 What’s it like to be a black student at Haas? PAGE 30 7 10 How to ind top talent Are there for your company big bucks PAGE 54 in carbon- Why your management style may not work for Gen Z 9 removal PAGE 14 What may be solutions? missing from PAGE 48 8 Are parking your job lots the new negotiating investment oracles? strategy PAGE 8 PAGE 11 The Students Always mindset of MATTHEW MASTHEAD WADHWANI, MBA 13, is Ute Frey Nancy Davis Kho; Andrew Contact: SUMMER key to him succeeding Executive Editor Faught; Carol Ghiglieri; [email protected] 2019 as the assistant tribal Bree Jenkins, MBA 19; Brit- Berkeley Haas Magazine, Amy Marcott inancial oficer for tany King; Kate Madden Yee; UC Berkeley Managing Editor the Puyallup Tribe of Sam Zuckerman 2001 Addison St., Ste. 240 Indians. In his role, he EmDash Art Director Berkeley, CA 94704 needs to have exper- Berkeley Haas is published Laura Counts, tise in everything from Staff Writers three times a year by the Haas Kim Girard commercial real estate School of Business, University Cover: to investment strategies Contributing Writers of California, Berkeley. Illustration B to casino technologies. Michael Blanding; Address changes: 1 by Michael Krysten Crawford; [email protected] PHOTO: MICHAEL HANSON; ILLUSTRATIONS: DRUE WAGNER DRUE ILLUSTRATIONS: HANSON; MICHAEL PHOTO: Austin Berkeley HAAS SUMMER 2019 All paper from sustain- Goal #4 able forests and 100% Smaller headline=confidence Champion an without attitude; new mast- recycled and recyclable authentic and head emphasizes cover art, diverse array EDITOR’S LETTER lets it speak for itself of voices Finding the Haas/Berkeley Essence of Haas connections noted throughout mag; Takeaways high- Or: What happened to my alumni magazine?! light useful info Goal #1 BY AMY MARCOTT Deepen connections Engaging, large among alumni, images showcase Y foster pride Haas happenings worldwide overhaul, and we’re happy to unveil the results. We approached this redesign holistically, rethinking how we present content so you can extract what’s most Goal #2 Be as exciting useful for your careers and lives. We’re also aiming to better showcase the Haas and dynamic as the Haas commu- and Berkeley connections that allow our community to thrive. nity is today View just some of your alumni For example, new elements, like our Takeaways their essence—with infographics, when possible. benefits on one and Connections, off er quick nuggets of practi- With every issue, we’re seeking to curate an fun page cal information and show the Haas community unexpected reading experience, one that speaks Big Question in action. Alumni notes now appear in a section directly to the creative and innovative spirit of our ofers another Goal #3 called Share—so named because every Haasie has community and showcases the unique ways you way to connect Surprise readers a share in the valuable Haas Alumni Network, interact with and improve the world. Our hope with fellow alums with stronger made stronger every time you share your updates is that you will fi nd many elements that resonate visuals, news they and willingness to connect with others. with you or spark conversations and can use We’re bringing you more stories about alumni that the magazine is as vibrant and balancing fun, human-interest pieces with as our Haas community. insights into trending and relevant business We’d love any feedback. Goal #5 topics from Haas experts. We’ve distilled these Drop us a line at Challenge any stories about Haas thought leadership down to [email protected]. preconceived ideas of an alumni QUESTIONING THE ALUMNI MAGAZINE’S STATUS QUO magazine 1977 1982 1983 1992 1994 2011 2012 2019 Decision launches around Starting in 1979, the maga- Now called simply Cal Cal Business goes oversized Issues shrink back to normal The magazine gets a new Cal Business becomes Berkeley Haas (now with a PHOTO: EMDASH PHOTO: 1976. This 1977 cover zine changes its name to CB Business, early issues have starting around 1987 and size. Some of the interior masthead and a refreshed BerkeleyHaas magazine with space in its name to match the story, “The Times They Are Business, which is a lot of a predominant color, mostly adds full color to the cover. photos are in color. Gradu- interior starting in 2005. an overhauled interior. school’s name) sports a lively 2 a-Changing,” features women business. blue, though one is (gasp!) Interior photos stay black ally, all will be. Number of pages for alumni design and thought-provoking 3 in business school. all red. Briely, it even fea- and white. notes more than double. content matching our stature tures pinstripes. as a top business school. Berkeley HAAS SUMMER 2019 NEW FOOD Pop Culture Alumnus reimagines frozen snacking through healthy, design-driven treats BY CAROL GHIGLIERI “I think food and E leaders they aspire to be like. For David Greenfeld, beverage brands, or BS 13, it’s Willy Wonka. Greenfeld is co-founder of Dream Pops, a plant- more importantly, all based ice cream company whose unique, geomet- ric frozen pops look like nothing you’ve eaten brands, are now content before. With the tagline, “Anything is Popsicle,” Dream Pops has already amassed a social media companies. We’re following of customers celebrating clean eating. “Our goal is to be the Willy Wonka of plant- creating 500 to 1,000- based confections,” Greenfeld says. “We plan on replicating the childhood nostalgia associated with plus pieces of original Popsicles and ice cream bars and replacing them with healthier alternatives that are plant-based content a year. I’d and fueled with superfoods.” Indeed, Greenfeld is positioning his ice cream love to double, triple, CONTINUED ON NEXT PAGE> or quadruple that.” PHOTO: COURTESY OF DREAM POPS COURTESY PHOTO: CONNECTIONS “I’m a huge fan of LinkedIn The Takeaway networking,” says Greenfeld. When it comes to branding, 4 “I think it’s a really under- Greenfeld invests heavily in 5 valued resource.” content: stunning photogra- linkedin.com/in/dgreenfeld/ phy, video, and other media. Berkeley HAAS SUMMER 2019 < CONTINUED FROM PREVIOUS PAGE I’d love to double, triple, or quadruple that. A lot COMPENSATION bars to totally transform the frozen treat category— of consumers like to Instagram our product and in design, ingredients, marketing, and delivery. interact with it digitally. So on our sticks, we have Dream Pops are less than 100 calories each R codes and calls to action.” with formulations created by three-star Michelin Last year Dream Pops began selling to custom- Transparency chef Juan Amador. The gluten-, dairy-, and soy- ers directly from their website—one of the fi rst free pops contain coconut milk and ingredients companies to off er ice cream aff ordably online. But like ceremonial matcha, lion’s mane mushroom, grocery stores like Whole Foods, Bristol Farms, Fail #HAASOME baobab, and cacao. They’re sweetened with less and airway Market represent the biggest growth than fi ve grams of coconut sugar. for Dream Pops. Greenfeld expects to be in 1,000 It’s a way to make a mark in an industry that’s stores by year’s end. The company is also fi rst to How companies game the system seen only moderate innovation, the most recent market with vertical freezers off ering single-serve to boost CEO pay being high-protein ice cream, like Halo Top, sweet- ice cream at checkout. ened largely with sugar alcohols that allow for Pop-ups and collaborations with other compa- BY SAM ZUCKERMAN entire-pint indulgence. nies remain a big part of their business, in part “We believe the next wave of ice cream inno- because Dream Pops is a nimble, quick business, A - vation will be snackable, portion-controlled, and despite being a small team of around ten. “We pensation more transparent has instead given plant-based off erings fueled by superfoods and have our own factory, a fl avor house, a food sci- companies a tool to push CEO pay even higher, adaptogens,” Greenfeld says. entist, and an R&D facility that can turn around a says analysis by Haas Asst. Prof. Mathijs De Vaan Design—in particular 3D printing—is Dream new fl avor in three weeks, and a custom product and researchers from Columbia University pub- Pops’ most recognizable innovation. Initially in about fi ve,” Greenfeld says. lished in Management Science. Greenfeld focused on B2B, produc- FACULTY RESEARCH MOVING PICTURE Since 2006, the Securities and Exchange ing customized pops for individual Commission has required public companies to brands, like 2017’s frozen pop for Matthew Wangeman, name a group of peer companies that they use to Beats by Dr. Dre, the maker of high- BS 92, stars in the benchmark their chief executives’ salaries, giving end headphones, for a marketing cam- BRAIN TEASERS short documentary investors and the public a reference point to judge paign at the Coachella music and arts , whether CEO paychecks are within reason. But My Dad Matthew festival. Because the pops are shaped showcasing his How information is like snacks, money, and while benchmarking is a good idea in theory— in molds formed by a 3D printer, unique life with applauded by corporate governance experts—in they’re infi nitely customizable.