Sriram Narayan
Digital-IT Mgmt. Consultant
ThoughtWorks
location_on India
Member since 6 years
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Sriram Narayan
Specialises In (based on submitted proposals)
Sriram helps clients improve the performance of their Digital, IT (build & run) and product management organizations. Based on his experience, he wrote Agile IT Org Design, a book that describes a complete tech operating model (ways of working) for digital agility. Enterprisers Project—a joint initiative of Harvard Business Review and the CIO Magazine—featured the book as a must-read for CIOs. It was also featured in a digital leaders reading list alongside other illustrious books. To hire his services or to access his latest writings, please visit www.digitalorgdesign.com
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Product-Mode
45 Mins
Talk
Advanced
Digital success demands market-responsive teams that can truly solve problems and not just build some software. Software projects are a popular way of funding and organizing software development. They organize work into temporary, build-only teams and are funded with specific benefits projected in a business case. These methods are unsuited for these new demands. In this talk, Sriram presents an alternative to projects called Product-Mode. Product-mode uses durable, ideate-build-run teams working on a persistent business issue. Product-mode allows teams to reorient quickly, reduces their end-to-end cycle time, and allows validation of actual benefits by using short-cycle iterations while maintaining the architectural integrity of their software to preserve their long-term effectiveness. This approach is very popular among digital natives and is gaining ground with old-guard businesses.
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Cleararchy
20 Mins
Talk
Executive
All big organizations, even so-called "flat" or "networked" ones, are usually quite hierarchical in decision making. Any talk of Holacracy, Teal etc. is unrealistic in these places. In this presentation, Sriram argues that the underlying problem is not hierarchy itself but the opaqueness of decision making which is known to persist even in the absence of a formal hierarchy. He presents Cleararchy as a way to bring transparency, and thereby accountability and learnability, to decision making. This is necessary for decentralized decision making and true empowerment at lower levels of a big organization.
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Big Agile
45 Mins
Talk
Advanced
Good engineering practices and fail-fast, iterative, low-ceremony processes help achieve team level agility. They are necessary but not sufficient to scale agility across the IT organization. In this talk, I'll address what else is needed and why. In particular, I'll address:
- Why plan-driven IT projects are a bad idea why we need value-driven projects instead
- Why a matrix org is a bad idea for IT and why we need cross-functional teams instead
- Why IT budgeting needs to change from being project-based to being team-capacity based
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