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Leland Russell

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BUSINESS
December 9, 1990 | GREGORY CROUCH, TIMES STAFF WRITER
Leland Russell and Gordon Walker don't seem like the type of people that U.S. corporations would ordinarily turn to for a crash course on how to compete in the New World economy of the 1990s. After all, the former stage managers' last previous national undertaking was a series of concert tours that included a 96-city Barry Manilow fest in which they were responsible for making sure the lighting was to the singer's liking.
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BUSINESS
December 9, 1990 | GREGORY CROUCH, TIMES STAFF WRITER
Leland Russell and Gordon Walker don't seem like the type of people that U.S. corporations would ordinarily turn to for a crash course on how to compete in the New World economy of the 1990s. After all, the former stage managers' last previous national undertaking was a series of concert tours that included a 96-city Barry Manilow fest in which they were responsible for making sure the lighting was to the singer's liking.
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BUSINESS
December 9, 1990 | GREGORY CROUCH, TIMES STAFF WRITER
Leland Russell and Gordon Walker don't seem like the type of people that U.S. corporations would ordinarily turn to for a crash course on how to compete in the New World economy of the 1990s. After all, the former stage managers' last previous national undertaking was a series of concert tours that included a 96-city Barry Manilow fest in which they were responsible for making sure the lighting was to the singer's liking.
BUSINESS
December 9, 1990 | GREGORY CROUCH, TIMES STAFF WRITER
Leland Russell and Gordon Walker don't seem like the type of people that U.S. corporations would ordinarily turn to for a crash course on how to compete in the New World economy of the 1990s. After all, the former stage managers' last previous national undertaking was a series of concert tours that included a 96-city Barry Manilow fest in which they were responsible for making sure the lighting was to the singer's liking.
BUSINESS
November 16, 1989
A survey conducted by the Newport Beach-based Marketing Institute has found that few county businesses have a clear vision of the future or strategies to succeed in a rapidly changing global financial environment. The survey released Wednesday found that while 92% of respondents think innovation is very important, most said their company has no structure in place to encourage it.
BUSINESS
September 4, 1990 | JANE APPLEGATE, TIMES STAFF WRITER
In a darkened studio in Burbank, Leland Russell, a rock concert light show producer turned real estate investor, watches 16 identical television monitors flash 16 talking heads. The heads belong to management consultants and executives excited about creativity, team building and the buzzword of the '90s, "empowerment."
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