Gartner Expert

David Norton

Sr Director Analyst

David Norton is part of the Application Governance and Strategy group where his primary focus areas include enterprise agility, agile methods; and practicalities of dealing with ever-increasing complexity and uncertainty. Mr. Norton works with IT and business leaders on agile transformation, and the impact on organizational structure, governance, and culture. Typical interaction includes product delivery, innovation and agile, DevOps, agile funding, and metrics. Mr. Norton has a background in defense and logistics and practical hands-on experience of complex mission-critical system delivery. Taking a hands-on approach, Mr. Norton believes in staying close to his clients and regularly attends clients' workshops; he likes clients to feel he is a virtual team member.

Previous experience

Prior to Gartner, Mr. Norton held a number of senior roles in global organizations focusing on business and IT transformation, including relationship and culture issues during major business change, such as M&As, business restructuring and outsourcing. He has helped put in place new methods and frameworks such as TOGAF, agile and model-driven development in Global 100 companies, in one instance saving more than $110 million within a year with a global outsourcer.

Mr. Norton also spent more than 10 years in the defense sector on projects as diverse as the HC 47 Chinook helicopter to NBC warfare systems. He is still active in this sector, supporting MODAF/DoDAF framework issues and the use of agile in battlespace systems.

Professional background


Global Head of Methods and Tools


Senior System Specialist Engineer

Areas of coverage

Applications and Software Engineering Leaders

Software Engineering Technologies

Application and Product Portfolio Governance (retired)


M.Sc., with distinction, Software Engineering (Real-Time System), Southampton Institute

H.N.D., Electronic and Electrical Engineering, Highbury College, Portsmouth

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Top Issues That I Help Clients Address

1Engaging the business for successful agile transformation

2Changing IT and business culture to support agile and digital business

3Selecting the right organizational structures and governance model for product delivery

4Moving toward distributed governance and self-organizing autonomous teams

5Achieving enterprise agility and to end, from business to customer