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Unmatched Expertise in Agile 

Agile leader and digital age pioneer, Russ Lewis is uniquely qualified in Business and IT Organisation Development
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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.
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AGILE-FOR-MANAGERS
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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

AGILE DELIVERY

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. 

OPERATING MODEL

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

GOVERNANCE & CONTROLS

Many established firms struggle to respond to market changes because of outdated control mechanisms.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.

FINANCE & BUDGETS

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. 
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June 18, 2014
Developing Skills the Agile Way
Russ Lewis
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Development Occurs over Time, not on a Training Course During our many combined years as trainers with Learning Tree International, the average instructor grade exceeded 3.8 of a possible 4.0. Attendees loved the training, and provided fantastic testimonials. But that doesn't mean they used what we taught them, or that they improved because of the […]

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July 7, 2016
Shu Ha Ri: a Chef Metaphor for Agile Learning
Russ Lewis
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The Shu Ha Ri Agile learning metaphor Agile learning is crucial to agile transformation. And, nobody tells the Shu Ha Ri learning metaphor better than Alistair Cockburn as I discovered listening to his Sushi-slicing version whilst in France last year. As I was in France, I was inspired to write a Chef version of Shu […]

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December 11, 2017
Too much Agile Guidance for C-Suite
Russ Lewis
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One key action: Agile Guidance for C-Suite leadership If my job title was a three-letter acronym and the first letter was a “C”, I might be un-festively fed-up with people telling me how to run my agile digital transformation. Two more ‘top ten something-or other things CEOs and CIOs should worry about’ appeared last week, […]

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