Unmatched Expertise in Agile 

Agile leader and digital age pioneer, Russ Lewis is uniquely qualified in Business and IT Organisation Development
London commuters paying for the Tube at rush hour

Image credit: Ian Bell / Paul Curtis / Transport for London from Flickr

Industry Experience

Since 2010, around 10 million daily journeys through London are processed through IT systems Russ Lewis helped Transport for London design and build. 

The agile methods and microservice designs that Russ Lewis introduced transformed the way TfL works with suppliers, develops technology and values its Intellectual Property. 

Bridging the Business-IT Gap

Although the gap is real, the needs of business and limitations of technology are resolved by helping stakeholders clarify shared outcomes. 

Having been Interim Executive, Entrepreneur, Engineer, Salesperson, and consultant, Russ Lewis understands and explains the leadership needed to prioritise outcomes that matter to customers.
Person jumping over chasm
mural of stylised diverse people

Image credit: Photo by Miles Peacock on Unsplash

Competence through Diversity

Sensing the world differently to neurotypical people, Russ Lewis designs and delivers learning experiences that are engaging and effective for everyone.

Whilst diversity, equality and inclusion are new challenges for some, they are essential for communicating new concepts and ways of working to senior managers and established teams. 

Evidence-Based Practice  

Russ Lewis was awarded a distinction for his Master's dissertation on Organisational Agility in 2017. That work identified the need to better explain managers' role in improving agility. 

In 2021, Russ Lewis began his Doctoral Research, exploring managers as leaders of agile transformation, by overcoming  the barriers to business agility. 
Doctoral Research Website


The must-have outcome for every agile transformation program is improved delivery metrics. No matter if it's internal services or supplied products, value must be delivered predictably and agilely. 


Digital age businesses adapt quickly to new technology and social expectations. Transformational leadership overcomes inertia and inspires managers to continually improve the operating model.


Many established firms struggle to respond to market changes because of outdated control mechanisms. Replacing inward-facing constraints with customer-facing feedback loops enables high performance.


Traditional accounting methods will be with us for some time yet, but improvements can be made at negligible risk, such as adding throughput and net cost lenses into the cost accounting mix. 
June 22, 2016
Writing an Agile Article for a Proper Journal

The work of the agile business analyst is never done is one of the conclusions reached in my first agile article for online journal InfoQ User Stories Are Placeholders for Requirements. At 3500 words plus five key take-away points, and with editorial and peer-review by the wonderful agile writer and educator Ben Linders, this was […]

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March 26, 2023
What is contextual ambidexterity?

Contextual ambidexterity is a culture that expects exceptional performance in both innovation and operation, overturning the illusion that it is either/or. Contextual ambidexterity is agile for managers.

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December 3, 2014
Behold a new model: teal organisations are the new agile

There is a workplace evolution underway, lots of people are signalling it. Dan Pink came-up with the label ‘Motivation 3.0’ in Drive; Jurgen Appelo followed suit with ‘Management 3.0’; and many of us speak of a move towards a Lean or Agile enterprise. Earlier this year, Frederic Laloux published Reinventing Organisations in which he not […]

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