Leading the Acceleration of Digital Transformation Part 5: HOW Accounting Practices Shaped Our Legacy IT “Hairball”
This is the continuation of the fourth part of an ongoing series, where I’m using the framework of WHY, WHAT, HOW, WHO from my book
This is the continuation of the fourth part of an ongoing series, where I’m using the framework of WHY, WHAT, HOW, WHO from my book
This is the continuation of the fourth part of an ongoing series, where I’m using the framework of WHY, WHAT, HOW, WHO from my book
THE TEAM WITH THE BEST LEADERSHIP WINS. This is the seventh part of an ongoing series, where I’m using the framework of WHY, WHAT, HOW,
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REIMAGINING THE FRONTLINE WORKFORCE This is the final post of a series, where I’ve been using the framework of WHY, WHAT, HOW, WHO from my
As context and for convenience, here’s the original overview post in full. Although there’s a lot more to talk about, and we intend to carry
How Can We Create an Architecture That’s Built to Last Because It’s Designed for Change? This is the continuation of part of an ongoing series,
The last few months have clarified WHY we need to change, and that the time is NOW. Only a few senior leaders are still wondering
How Can We Create an Architecture That’s Built to Last Because It’s Designed for Change? This is the third part of an ongoing series, where
Build Organizational Muscle. As context and for convenience, here’s the original overview post in full. Picking up with the focus of this post… the key
Shape the Demand for Business Response & Strategic Value. This is a critical moment with an opportunity to really change the game – from what’s
Build Organizational Muscle As a good leader, you probably already have a good idea about upgrading the organization and a plan for improving your internal
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The traditional hierarchical organizational structure in which most of us continue to work is a remnant of the early industrial age. This management approach was
In his ongoing series about Thriving in Dynamic Times, Charlie Feld recently wrote about the importance of Architectural Principles and Architectural Outcomes. In that article,
Last week, thanks to my long-time friend Geoff Smith (Co-Chair of the Cincinnati CIO Roundtable), I had a chance to speak at the Greater Cincinnati
Most company leaders are aligned on WHY they need to transform digitally. Some are aligned on WHAT “digital transformation” really means. But very few are
These unprecedented times of challenges, obstacles, and crises have produced remarkable opportunities for focus, consistency, and cooperation. Discovering innovative ways to navigate the extraordinary shifts
Build Organizational Muscle. As context and for convenience, here’s the original overview post in full. Picking up with the focus of this post… the key
Align Technology and Business Strategy In the 1960’s and 70’s information technology was perceived as a support organization that minimized cost by automating labor intensive
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Affiliate, The Feld Group Institute
Head of Technology Strategy, Dialexa – a Feld Group Institute partner
Highly regarded CTO and change agent with IT strategy and enterprise architecture expertise.
Russell Villemez is an Affiliate with the Feld Group Institute and the head of Technology Strategy at Dialexa, a Technology Research, Design and Creation firm that works with organizations on initiatives such as Operational Transformation, Business Growth, and New Venture Creation.
During 17 years in operational roles and 15 years in consulting roles, Russell has worked across a variety of industries in both executive leadership positions and as a subject matter expert. Russell thrives on the scale and complexity of leading major change agendas in large corporate environments.
Recent consulting clients include AmerisourceBergen, the American Automobile Association, Brinker International, Cubic, Equifax, and Cox Automotive. A common thread is the client’s need for strong leadership during a period of change—whether motivated by acquisitions, spin-offs, competitive pressures, or other factors. Clients also benefit from Russell’s expertise in enterprise architecture, agile development, application portfolio rationalization, technology and architecture strategy, as well as business strategy and commercial software product development.
Recognized as a versatile IT executive, adept at solving complex problems with innovative solutions, Russell’s capabilities and achievements span a continuum from business-strategy formation to hands-on IT solution development. His extensive career achievements include pioneering the first use of relational databases in high-volume transaction systems in the ‘80s, applying voice recognition DSPs in public intelligent network services for consumer markets in the ‘90s, and leading large-scale adoptions of open systems, object technology, and middleware frameworks in complex business environments, often in advance of commercially available software products.
Prior to joining Dialexa, Russell served at HP as Enterprise Services Chief Technology Officer for the Americas, leading a global capability for embedded Account CTOs in large enterprises. Russell began his career at Accenture, where he first crafted his consultative problem-solving approach, later honed at A.T. Kearny and the Feld Group. Russell’s deep telecom experience is built upon numerous director and enterprise architect positions at AT&T, Bell Atlantic, Telstra, US West, Pacific Bell, and Sprint, and as V.P. and CIO for WebLink Wireless.
Russell has a BS in Business Administration from Louisiana State University and an MBA from Vanderbilt University. In his spare time, Russell participates in amateur auto racing, and is a driving instructor with the Porsche Club of America.