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Improving Organisations

Digital pioneer, educator, and mentor, 
Dr Russ Lewis is uniquely qualified in strategic transformation, managerial and leadership development
London commuters paying for the Tube at rush hour

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

Industry Experience

Since 2014, around 10 million daily journeys through London are processed through the contactless fares engine IT systems Russ Lewis designed and built for Transport  for London (TfL). 

The agile ways of working and microservice designs that Russ introduced, completely transformed the way TfL works with its suppliers. It became a technology company, explicitly controlling its Intellectual Property through international licensing and IT operations. 

Bridging the Business-IT Gap

The gap between business and IT matters because it's an expensive and inefficient barrier. The needs of business and limitations of technology can be readily resolved by clarifying the shared outcomes of all stakeholders. Russ Lewis has experience of both sides and has the relational skills to understand, validate, and bring stakeholders together to deliver the right outcomes. 
An Operating Model for Business Agility
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mural of stylised diverse people

Image credit: Photo by Miles Peacock on Unsplash

Competence through Diversity

Diversity, equality and inclusion present challenges for some, but are essential for communicating new concepts and ways of working to senior managers and established teams. Change comes from developing understanding in practice - that means hands-on learning! After years of successful technology transfer and leadership development, Russ Lewis designs and delivers learning experiences that are engaging and effective for everyone.

Evidence-Based Practice  

Russ Lewis was awarded a distinction for his Master's dissertation on Organisational Agility in 2017. Drawing on Systems Thinking and professional experience (TfL case study) that work identified the need to explain how the role of the manager was changing in the digital era. 

In 2024, awarded the title Doctor of Professional Studies (Digital Transformation) for his research into managers as leaders of transformational improvement. This work revealed the need to understand Tensions Management. 
Manage Tensions (not people)

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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August 13, 2021
Visualising Progress at Daily Standup
Russ Lewis
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In the standup, we had a (brief) team discussion about tracking progress. I reacted against Jira because a) I dislike the user interface as it's a collaboration killer, and b) we aren't a software development or IT support team. Standup game visualises progress Three weeks later, team members Sam Thomas and @HughHadfield demonstrated this way […]

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December 8, 2019
Agile Delivery: you Want it, you Need it, but you Can’t Have it
Russ Lewis
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Agile Delivery means putting value in your customer’s hands in weeks not years. It also means being able to change your mind about what you want to deliver, as often as the market demands.

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January 4, 2025
Explaining organisational resistance to change
Russ Lewis
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Flawed Advice and the Management Trap, Chris Argyris, 2000 Social tensions in organizations prevent people from doing what they privately believe to be right. People espouse one model but employ another; they do not walk the talk. The gap between words and actions is compounded (by repetition) to become the infamous strategy – execution gap […]

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