Russ Lewis
Agile coach / Management coach, Storm Consulting, United Kingdom
Russ Lewis (@ConsultStorm) coaches some of the world’s largest organisations towards Predictable Agile Delivery.
He’s a ‚big picture‘ techie-turned management guru who now gets his kicks helping team members and managers succeed. He does this by engaging at all levels and facilitating the communications that lead to improvement.
Russ architected and led Transport for London’s Contactless Fares payments system and the expansion of Oyster card to National Rail; supported the Agile transformation at Amadeus SAS and currently spends his time helping to run a global DevOps program at an HSBC investment bank, speaking at conferences and writing for InfoQ.
Presentation
ARE WE “OUT OF THE CRISIS” YET?
MANAGING THE TRANSITION TO AGILITY IN BANKING
W Edwards Deming wrote his guide to Business Agility more than 30 years ago, under the title Out of the Crisis. He criticised the operating model, design and management of Western organizations in detail and described a better way based on empirical control and quality improvement.
Deming is known as the father of quality, yet through the success of his teachings in Japan, lectures and published works, has probably had a greater impact on the whole area we now call Agile than any other individual. He understood the importance of people and their roles within the organization as a system.
In this talk we see how modern organizations seeking agility look through the lens of Deming’s 14 points for transformation, how they fare on his list of 7 deadly diseases and what they can adopt from his system of Profound Knowledge.
A lot has changed in 30 years, especially in the field of technology and our understanding of the workplace and the results are surprising.
Learning outcomes
Hundreds of academic case studies have been written about organisations that have applied Deming’s teachings, providing reliable data about the state of the organisations and the effectiveness of the methods.
The case studies reveal that despite the use of technology, the fundamental flaws of management are unchanged and the 14 points are as relevant to Agile Transformations now as they were 30 years ago.
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