Sriram Narayan

I lead transformation advisory teams that help client CxOs go from achieving tech outcomes to creating business impact. I do so by leveraging my cross-functional experience of 22 years in a variety of digital, product, and tech roles such as Director of Innovation, Head of Technology, Product Principal, and Leadership Coach. I am able to avoid providing impractical, generic, or superficial advice thanks to prior hands-on experience with product development and systems integration as shared below.

I consult independently in addition to my role at ThoughtWorks.

I have lots of experience with agile operating models and in improving ways of working in PMO, demand & capacity management, delivery management, product management, and executive decision making.

Earlier in my career, I worked as an application developer and software architect for ten years including five years of applying Extreme Programming methods such as test-driven development, continuous integration, and pair programming. As a product principal on GoCD, a continuous delivery pipeline tool, I conceptualized, designed, and served as a market-facing product manager for capabilities such as its command repository and its support for polling package repositories.

My first book, Agile IT Org Design, published by Addison-Wesley (a unit of Pearson) in 2015, describes how to improve organizational agility through orgdesign.

Enterprisers Project—a joint initiative of Harvard Business Review and RedHat—featured it as a must-read at the behest of John Marcante, CIO of Vanguard—the investment behemoth. The book was also featured in a digital leaders reading list thanks to a recommendation from Nick Williams, then-Managing Director, Consumer Digital, Lloyds Banking Group.

It continues to be relevant for those in the pursuit of greater organizational and business agility as confirmed by readers here, here, and here, for instance.


Later, I began helping clients move their digital product development organizations away from a project-centric funding and execution model to a more customer and product-centric model. My writings on the topic have become a de-facto industry reference. See this, for example.

Along the way, I created Cleararchy, a formulation for organizing hierarchy for the digital age and an alternative to formulations such as Holacracy and Teal organizations.