Donald Roy Lessard

Emeritus | Faculty

Donald Roy Lessard


Donald R. Lessard is the Epoch Foundation Professor of International Management, Emeritus at the MIT Sloan School of Management. His research interests are in global strategic management and large-scale project management.

He has published extensively on these topics in academic and professional journals, and is coauthor of Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance (MIT Press 2001 with Roger Miller).

A member of the MIT faculty since 1973, Lessard has served as Deputy Dean of the Sloan School with responsibilities for research, international programs, and executive education; cochair of the Energy Education Task Force that launched an Institute-wide undergraduate energy minor; and founding director of the MIT Executive MBA, the BP Projects and Engineering Academy, as well as leading executive education programs for Li and Fung, China Development Bank, and Arup. He also led the MIT-Merrill Lynch Partnership, MIT's first large-scale collaboration with a financial services firm.

A leader in international management education, Lessard is a past President of the Academy of International Business and Dean of the Fellows of the Academy. An academic advisor to the Brattle Group, he has led major consulting assignments with firms, banks, and government agencies throughout the world. He is a founding advisor to Promethean Energy Corporation.

Lessard earned his BA in Latin American studies and his MBA and PhD in business administration from Stanford University.


"Institutional Enablers of Energy System Transition: Lessons from Solar PV in Eight African Countries."

Lessard, Donald R., Valerie J. Karplus, Ninad Rajpurkar, and Arun Singh. In Achieving Collective Ends with Limited Resources: Africa’s Struggle to Bridge the Infrastructure Gap, edited by Anne Stafford, Innocent Musonda, and Nuno A. P. Gil, Cambridge, UK: Cambridge University Press, Forthcoming.

"Risk Management for Companies Operating in Emerging Markets."

Lessard, Donald R. In Oxford Handbook on Managing in Emerging Economies, edited by Klaus Mayer and Robert Grosse, Oxford, UK: Oxford University Press, Forthcoming.

"Understanding the Impacts of Indirect Stakeholder Relationships - Stakeholder Value Network Analysis and Its Application to Large Engineering Projects."

Lessard, Donald R., Wen Feng, Edward Crawley, Olivier de Weck, and Bruce Cameron. In Public-Private Partnerships for Infrastructure Development, edited by M.J. Garvin, Raymond Levitt, and Richard Scott, Cheltenham, UK: Edward Elgar, Forthcoming.

"Megaprojects as Games of Innovation."

Miller, Roger, Donald Lessard, and Vivek Sakhrani. In The Oxford Handbook of Megaproject Management, edited by Bent Flyvbjerg, 217-237. Oxford, UK: Oxford University Press, 2017. [Paper on SSRN].

"The Dynamic Capabilities of Meta-Multinationals."

Lessard, Donald, David Teece, and Sohvi Leih. Global Strategy Journal Vol. 6, No. 3 (2016): 211-224. [Paper on SSRN].

"House of Project Complexity- Understanding Complexity in Large Engineering Projects."

Lessard, Donald, Vivek Sakhrani and Roger Miller. Engineering Project Organization Journal Vol. 4, No. 4 (2014): 170-192.

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