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Harvard Business School - Wikipedia, the free encyclopedia

The top academic honor at HBS is the Baker Scholar designation (High Distinction), given to the top 5% of the graduating MBA class. In a typical year a Baker Scholar will have achieved "1s" in approximately 70–75% of his or her course credits. Students receiving honors (top 20%) in both their first and second years are awarded the MBA degree with Distinction.

The student who receives the highest grades in each year of the program is awarded the Henry Ford II scholarship and is known as the Ford Scholar. Typically the student who attains this honor achieves the highest available grade in each of the eleven MBA classes during the first year of the program. Other academic distinctions include the Thomas M. and Edna E. Wolfe Award, given to recognize scholastic excellence (generally to the student with the highest grade in the class) and the Loeb prize given for the most outstanding performance in finance.

via en.wikipedia.org

Harvard Business School - Wikipedia, the free encyclopedia

The top academic honor at HBS is the Baker Scholar designation (High Distinction), given to the top 5% of the graduating MBA class. In a typical year a Baker Scholar will have achieved "1s" in approximately 70–75% of his or her course credits. Students receiving honors (top 20%) in both their first and second years are awarded the MBA degree with Distinction.

The student who receives the highest grades in each year of the program is awarded the Henry Ford II scholarship and is known as the Ford Scholar. Typically the student who attains this honor achieves the highest available grade in each of the eleven MBA classes during the first year of the program. Other academic distinctions include the Thomas M. and Edna E. Wolfe Award, given to recognize scholastic excellence (generally to the student with the highest grade in the class) and the Loeb prize given for the most outstanding performance in finance.

via en.wikipedia.org

Current Press Releases | Press Room | About the Met | The Metropolitan Museum of Art

Hamilton E. James Named Elective Trustee at Metropolitan Museum

Hamilton ("Tony") E. James, the president and chief operating officer of The Blackstone Group, has been elected to the Board of Trustees of The Metropolitan Museum of Art, it was announced today by James R. Houghton, the Museum's Chairman. The election took place at the September 14 meeting of the Board.

"The Metropolitan Museum of Art is very pleased to welcome Tony James to the Board of Trustees," commented Mr. Houghton. "He has been a dedicated friend and supporter of the Museum and I look forward to working with him on the Board."

Mr. James has been president and chief operating officer since 2002 of the investment and advisory firm The Blackstone Group. He previously worked at Donaldson, Lufkin & Jenrette and Credit Suisse First Boston for more than 25 years.

Educated at Harvard College, where he was a John Harvard Scholar, and at the Harvard Business School, where he was a Baker Scholar, he earned an MBA with high distinction in 1975. He serves on the boards of a number of arts and environmental organizations, including: The Second Stage Theatre, Trout Unlimited, Woods Hole Oceanographic Institute, Wildlife Conservation Society, and Montana Land Reliance. He is a past Chairman of the Board of Trustees of American Ballet Theatre, and former Trustee of The Brearley School, and The Choate School. His support for the arts includes the endowment of the Amie and Tony James Gallery at CUNY Graduate Center in New York City; the Hamilton R. James Sculpture Acquisition Fund at the de Cordova Museum and Sculpture Park in Lincoln, Massachusetts; and the Waleska Evans James Gallery for the Karolik Collection of 19th-Century American Landscapes at the Museum of Fine Arts in Boston.

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September 14, 2010

via www.metmuseum.org

Board of trustees for ballet

Blackstone Group L.P. - Officers

Stephen A. Schwarzman

Chairman and Chief Executive Officer

Stephen A. Schwarzman is Chairman, CEO and Co-Founder of Blackstone and the Chairman of the board of directors of its general partner, Blackstone Group Management L.L.C. He has been involved in all phases of the firm's development since its founding in 1985.

Mr. Schwarzman began his career at Lehman Brothers, where he was elected Managing Director in 1978 at the age of 31. He was engaged principally in the firm's mergers and acquisitions business from 1977 to 1984, and served as Chairman of the firm's Mergers & Acquisitions Committee in 1983 and 1984.

Mr. Schwarzman is a member of The Council on Foreign Relations and The Business Council. He is on the board of The New York Public Library, and The Asia Society. He serves on The JP Morgan Chase National Advisory Board, The New York City Partnership Board of Directors and The Advisory Board of the School of Economics and Management, Tsinghua University, Beijing. Mr. Schwarzman is a Trustee of The Frick Collection in New York City and Chairman Emeritus of the Board of The John F. Kennedy Center for the Performing Arts. He also was awarded the Légion d'honneur by President Jacques Chirac.

Mr. Schwarzman holds a BA from Yale University and an MBA from Harvard Business School. He has served as an adjunct professor at the Yale School of Management and on the Harvard Business School Board of Dean's Advisors.

via ir.blackstone.com

Hedge fund board members

Third Way - About Us - Trustees

Mr. Vogelstein is the Chairman of New Providence Asset Management, LLC and Senior Advisor to Warburg Pincus, LLC.

Born in 1934, he attended The Taft School and Harvard College.

Mr. Vogelstein began his career at Lazard Freres & Co., where he became a partner in 1964. He joined E. M. Warburg & Co., Inc. (later Warburg Pincus, LLC) in 1967. Over the course of the next forty years, he and Lionel Pincus built the firm to be one of the largest and most successful full line private equity firms in the world. In 2002, he stepped down as President of Warburg Pincus as part of a plan to pass control of the firm to the next generation.

Currently, Mr. Vogelstein is Chairman of the New York City Ballet; Chairman of the Board of Directors of Prep for Prep; Vice Chairman of the Board of Overseers of The Leonard N. Stern School of Business at New York University; Trustee of New York University; Chairman of Third Way; Chairman of Christie’s Advisory Board; Trustee of Temple Emanu-El; Trustee of The Jewish Museum, and Director of Flamel Technologies.

via www.thirdway.org

NYCB Board Members David Heleniak: Executive Profile & Biography - BusinessWeek

David W. Heleniak     Return to MCGRAW-HILL COMPANIES INC Vice Chairman, Managing Director and Head of Investment Banking & Key Strategic Issues, Morgan Stanley

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Age	Total Calculated Compensation	This person is connected to 156 board members in 4 different organizations across 5 different industries. See Board Relationships
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BACKGROUND*

Mr. David W. Heleniak is the Vice Chairman at Morgan Stanley since May 5, 2005 and its Managing Director since May 4, 2005. Mr. Heleniak focuses, as a Member of the Office of the Chairman, on key strategic issues for Morgan Stanley as well as on its investment banking business. He joined Morgan Stanley in May, 2005. Mr. Heleniak was a Senior Partner at Shearman and Sterling, with management responsibility for all of the firm's practices and operations and before being ... named a Senior Partner, he had headed that firm's highly-ranked merger and acquisition practice. Mr. Heleniak joined Shearman and Sterling in 1974. He represented Citicorp in its merger with Travelers Group, Sandoz in its merger with Ciba-Geigy to form Novartis, Alex Brown in its merger with Bankers Trust, and Viacom in its acquisitions of Paramount and Blockbuster, among many other transactions. From 1977 to 1979, Mr. Heleniak served the United States Government in the Department of the Treasury, first as an Executive Assistant to the Deputy Secretary and subsequently as an Assistant General Counsel of Domestic Finance. From 1981 to 1984, he headed the firm's Hong Kong office, where Mr. Heleniak represented among others, China National Coal Development Corporation in the first major joint venture completed by a Chinese entity with a United States partner. He is a Director at New York City Investment Fund Manager, Inc. Mr. Heleniak also serves as a Director of Partnership for New York City Inc. and has been a Director at BIC Corporation since 1992.

via investing.businessweek.com

'YouTube Rules the Ballet World,' Messerer Says | Arts & Ideas | The Moscow Times

What is more important in a dancer, technique or artistry?
Again, it is important to have both. Virtuosity sometimes can come later for an artist, but if he does not understand the role he is performing and cannot create an image on the stage — that is bad.

Sometimes a dancer dances smartly but is a fool in real life. How does this work?
As is commonly said, the stage highlights the fool but it is also true that a human can be reborn on stage. And if he has a rare acting gift, do not ask of him that he should also be able to be part of an intellectual discussion. Another can splendidly talk at the table and be the smartest human being, but on stage he cannot express anything. These are different gifts although sometimes they are combined in one person.

So is the clever ballet dancer an illusion?
No, I cannot agree with the old joke: A farmer had three sons, two clever ones and the third was a ballet dancer. But there is a special stage intellect, another aspect of human consciousness and talent.

via www.themoscowtimes.com

Very nice Site tendusunderapalmtree.com

tendusunderapalmtree.com

The Conception of A World Premier. « tendusunderapalmtree.com

During the process of creating a ballet, no one knows what the final product will be, not even the choreographer.  When an older piece is being added to the repertoire, it has been danced countless times, possibly all over the world.  There are certain expectations that come with older works.  But when a ballet is being created for you and the dancers who you dance next to every day, it is an extraordinary feeling.

In this situation, dancers are allowed the unique opportunity to enter into a dialogue with the choreographer.  The choreographer is not only able to get to know the dancers as individuals, but can also becomes familiar with their dancing and allow themselves to be inspired by the dancers in front of them.  The dancers are asked to interpret the choreographer’s vision, doing whatever feels natural to them.  By default, the dancers begin to “own” the steps, as they were made for their bodies to accentuate their strengths and diminish their weaknesses.

Welcoming a choreographer into a company for a World Premier is always an exciting experience, but nothing in the ballet world comes without it challenges.

Often the choreographer may ask you to do a series of steps and somewhere down the line decide to change those steps.  There is no fault in this: it is the same as a writer going back and editing their work.  It is their piece of art that needs to be just as envisioned.  As steps change and revisions are made, it can often become confusing for the dancers.  This is a challenge that dancers do not come across unless working on a World Premier, and can take some adjusting to.

It is also necessary for the dancers to pick up the steps as quickly as possible with the desired movement style, so that the choreographer can get an idea of what the final product will look like.  When the choreographer shows a step, you have to interpret it, put it in your body, then remember the next day.  Unlike a work that has been set and performed before, there are no videos or notes to refer back to.  The choreographers must relay on their dancers entirely.

Having the creator of a ballet in the front of the room during rehearsals, you have to dance the steps just as the choreographer wants it.  Different choreographers have different styles that you need to master inside and out.  They will settle for nothing less, nor should they.

Despite the challenges we are encountering, the best aspect of being part of a World Premier is that you don’t know what to expect. You are witnessing the creation of a great piece of art.  What a wonderful privilege.

via tendusunderapalmtree.com

Leadership | Harvard Asian American Alumni Alliance

BIOS

Eric Yeh AB '98 SM '98

Eric is currently a Managing Director and Portfolio Manager at Tower Research Capital, a Manhattan-based hedge fund focused on high-frequency trading.  Previously, he has worked in a variety of trading, strategy, risk, and technology roles at various banks and hedge funds.  Eric spent 18 years in LA before attending Harvard University, where he received his AB in mathematics and SM in computer science.

Eric is very active in a wide spectrum of NYC Asian-American groups, both as a member and as a leader.  He has helped to manage over ten different groups through the years,  running the gamut from professional to social to cultural.  Some select groups and positions include:  The Asian Association of Alternative Investment Professionals (chairman of the board); the New York Taiwanese Financial Association (director); Wall Street Ren (co-moderator); The New York Asian Professionals Meetup (co-organizer); the New York Taiwanese Meetup (organizer); Mind Body Shen (junior instructor); the Asian Artists Meetup (organizer); the Asian Dining Out and Karaoke Meetup (assistant organizer); the New York Reiki Meetup (assistant organizer).

As captured in the HAAAA vision statement, Eric's goal for the group is to develop a network and sense of community among Harvard Asian American alumni to improve self-awareness of their Asian heritage, provide an outlet for the expression of their common culture, and promote cohesion of the group both within and without the University.  In simpler terms:  we should all hang out together more, help each other through various aspects of life, and make sure to preserve our cultural heritage!  Eric is one of those people who thinks we have a responsibility to know, appreciate, and support Asian culture -- in particular when there are bifurcations to general (global) "cultural paradigms".  In those cases, we should understand the Asian instantiations at least as well as their Western counterpoints -- for example:  appreciate sake as well as wine; play go as well as chess; read Hong Lou Meng as well as A Tale of Two Cities; paint with inks as well as oils; practice tai chi as well as yoga; listen to pipa as well as guitar; watch "Monkey King Wreaks Havoc in Heaven" as well as "La Boheme"; know the existence of Buddhism as well as Christianity; eat sushi as well as steak; scrutinize Yue Minjun as well as Damien Hirst; etc etc.  Those are examples of the traditions he hopes we -- and our progeny -- are able to hold on to.

Yu-Han Chang AB ’99 SM ’99

Yu-Han Chang is one of the founding members of HAAAA.  He is currently a Research Assistant Professor of Computer Science at the University of Southern California.  His interests include machine learning, artificial intelligence, educational tools and interactive games.  Prior to USC, Yu-Han spent many years in good old Cambridge.  He received his Ph.D. in EECS from MIT in '05, and BA in Econ & Math and MS in CS from Harvard in '99.  During college, he was active in several Asian-American campus groups, serving a term as President of the Taiwanese Cultural Society, and helping to found the Boston Intercollegiate Taiwanese Student Association.

With HAAAA, there's a great chance to build an organization that can achieve powerful goals through the collective efforts of our members.  These may range from personal goals achieved through the great power of networking among our alums, to collective goals that matter to all of us and can benefit the society and world at large.   And it can all start with something as simple as a conversation over a cup of boba tea! 

Vicki Chou AB '02, JD '06

via haaaa.net

Asian American Hedge funds