Professor Leonard Lane earned his BA in Political Science and his MBA from the University of Southern California. After 38 years of global work experience, he earned his Doctor of Business Administration from Case Western Reserve University in 2003. Currently Professor Lane is also President of LL Global Consult, an international strategy development consulting firm. During his work career he served as Vice President for Global Strategy for Divine, Inc.; President, Partner and Director of LLA Strategic Development Group (Alaska and Seattle) and LLA Pacific (Hong Kong); Executive Vice President of Alaska International Air; Assistant to the Chairman, Alaska Airlines, Senior Consultant Peat, Marwick Mitchell, Special Assistant to the Governor of Alaska and held senior management positions in two major Manufacturing organizations.
In addition, Professor Lane has taught as an Adjunct Professor at Cal State University, Fullerton, San Marcos and the Fisher Graduate School of Business, Monterey Institute of International Studies. Professor Lane has also lectured on leadership and global strategy at the University of Chicago MBA Program, the Hong Kong University of Science and Technology, and was the lead instructor for “Developing Global Strategy” for Motorola University and Nortel’s Executive Development programs in the Asia Pacific region. He also developed and was the lead instructor for the strategy portion of the Hong Kong Bank’s Senior Executive Strategy and Managing Global Risk Program. He currently teaches in the Merage Foundation Innovation Bridge Program and the Foundations Lean Launchpad Program in Jerusalem.
Professor Lane currently serves as a Senior Advisor to the Group Chairman, Fung Group (Hong Kong) and is a Canadian and Hawaii Ironman finisher.
Fung Group, Hong Kong (2021-present)
Senior Advisor to the Group Chairman, Fung Group
Member of the Board, Fung Academy, Advisor to the Group Chairman, Li and Fung (2018-2020)
Li & Fung (1937) Limited, Hong Kong
Managing Director, Fung Academy (2010 - 2018)
LL Global Consult (2003-Present)
MMG, MarchFirst, divine, Inc. (1999-2002)
Vice President, Global Strategy
President, Partner and Director (1977-1999)
LLA, Inc./Strategic Development Group, Anchorage Alaska and Seattle WA
LLA Pacific Limited, Hong Kong
1. In 1988/89, LLA was selected by British Petroleum to be one of the lead consultants in
helping them manage global change for the Exploration Group. Over four years, Dr. Lane
led a team of consultants in developing and delivering the overall change architecture, key
change interventions, and focused leadership training on a worldwide basis for the
Exploration Group. BP Exploration acknowledged Dr. Lane’s work as having significant
operational and financial results, which contributed, to BP's overall turnaround by 1993.
In the early 1990’s, LLA developed the concept of “networks” to enhance organizational
knowledge sharing and learning for the BP upstream business.
2. Over the period 1998 to 1999 LLA established the change architecture and was lead
consultant in the Caltex (the overseas marketing arm in thirteen countries for Chevron and
Texaco) global organizational change process, leading to a complete functional restructuring
and the move to a performance-based organization.
3. Dr. Lane served as the lead change consultant for Caltex as they transitioned to a shared
services concept from independent country support services and was recognized by Caltex
as being one of the key drivers in their move to improved competitiveness and profitability.
4. LLA, under Dr. Lane’s leadership and in conjunction with the Chairman of DHL, Mr Po
Chung, helped establish the Creative Initiative process in Hong Kong. This process helps
organizations and industry groups in both the public and private sector develop a shared
vision of a desired future. This process has helped a number of Hong Kong organizations
develop their blueprint for the future in the post 1997 economic environment.
Linking Strategy to Organization Structure
1. Dr. Lane, working with a small group of internal consultants and senior management,
assisted AMOCO Production Corporation to develop a global organization structure and set
of aligned leadership practices. This work enabled the organization to carry out a new
strategy of more cost efficient focus on exploration and production as illustrated by their
discoveries in the Gulf of Mexico, the North Sea and the start-up in 1996 of the largest oil
field in the South China Sea.
2. Recognized by AMOCO’s Chairman, Mr. Larry Fuller, for a deep personal understanding
of the global markets, global competition, and the differentiators required to excel in these
areas into the next millennium as one of the key elements in his organizational
transformation process toward AMOCO’s becoming a global company.
Customer-focus and Strategy
1. LLA introduced the concept of building a customer-focused organization to DHL
Worldwide Express in Asia Pacific.
2. Responsible to the DHL Regional Managing Director, North Asia for the
development of a customer-focused strategy, and using customer data to help align
marketing strategies, information needs, organizational structure, and leadership practices to
completely focus DHL on the current and future requirements of its Asia Pacific customer
3. During the period of time 1991-1998 DHL grew to become market leader in the
document and small package express business in Asia and positioned itself to be the regional
leader in the express logistics business into the next century.
4. Personally recognized by Regional Managing Director and DHL’s Chairman for
understanding of strategy, marketing, and global competition as a key element in facilitating
DHL's strong position in the Asia Pacific market.
Cost Reduction and Process Improvement Strategies
1. With the beginning of "early maturation" of Asia’s growth market, and forecasted
economic turmoil through 1999, Dr. Lane assisted a major Hong Kong based trading
company as well as the marketing and distribution arm of a global oil company to establish
Shared Services Centres which enabled these organizations to consolidate their "backroom"
high volume transaction operations across the region.
2. Dr. Lane's understanding of finance, accounting, treasury, human resources, and
procurement, process issues, coupled with a customer-focus strategy, enabled both of these
organizations to establish leading edge centres that will help position them to be low cost
providers of their services into next century.
The Creative Initiative-Strategy Facilitating Experience (1997-2004)
Executive Vice President (1973-1977)
Alaska International Air
Assistant to the Chairman (1971-1973)
Peat, Marwick Mitchell (1968-1971)
Doctor of Business Administration, May 2003
Weatherhead School of Management, Case Western Reserve University
Master of Business Administration, 1968
School of Business
University of Southern California, Los Angeles, CA
Bachelor of Arts, 1963
University of Southern California Los Angeles, CA
Lecturer-Strategy, Paul Merage School of Business, University of California, Irvine
Visiting Lecturer-Global Strategy, Rady School of Business, University of California, San Diego
Adjunct Professor-Strategy, California State University, Fullerton
Adjunct Professor-Strategy, California State University, San Marcos
Adjunct Professor, Monterey Institute for International Studies—Fisher Graduate School of Business
Other Teaching Experience:
MIT Executive Education, “Leading Enterprise Transformation, 2018 to present
Merage Institute, Lean Launchpad Program, Jerusalem, 2018 to present
Merage Institute, U.S Israel Innovation Bridge, Executive Leadership program, 2012 to present
Merage Foundation U.S. Israel Innovation Bridge Program and Lean Launchpad program in Jerusalem
Lectures on leadership and global strategy.
Lead instructor for “Developing Global Strategy”.
|Quarter / Year||Program||Course Number||Course Title|
|2005, 2012||FTMBA||International Business|
|2006 to 2007||FEMBA, FTMBA||Business Strategy|
|2008 to 2009||FEMBA||Principles of Innovation|
|2008 to 2009, 2012||FEMBA||Business Strategy|
|2009 to 2013||FTMBA||Competitive Intelligence|
|2010 to 2011||EMBA, HCEMBA||Business Strategy|
|2010 to 2011||EMBA||Closing Residential|
|2012 to 2020||EMBA||Business Strategy|
|2013 to 2019||EMBA||Global Business and International Residential|
|2014-2021||FEMBA, FTMBA||Competitive Intelligence|
|2017 to 2018||FTMBA||Sustainability as Competitive Advantage|
|2018 to 2020||Undergraduate||Business Strategy|
|2020||MIE||Entrepreneurial Growth Strategy|