SWIFT started an Agile transformation a few years ago.
The adoption of this transformation is rather complicated and varies according to the "Tribes".
It should be noted that SWIFT is a company where seniority is quite high, especially in BE, a change of such magnitude is often challenging, coming from a siloed organisation.
Agility in such a specific organisation, especially in an environment where security is a cornerstone, often leads to contradictions.
This can give the impression that SWIFT wants to twist Agile to its liking by including the spotify model, but with controls at all levels and a lot of administrative tasks. (quite antinomic to the manifesto and the task to value mindset).
Moreover, it is interesting to see how the different Tribes are structured (some have nothing to do with products or services...)
Unfortunately, there is a certain reluctance to this transformation
On the other hand, there has been a lot of upheaval at at the managerial level, which causes even more disruption to the vision and mission at the lower level.
Finally, SWIFT wants to position itself as a service company with a strong focus on the customer experience, however, the implementation of such a structure, including the Agile approach, especially as the teams remain very focused on delivery and do not care much about the support feedback (at least they think they do).
Either one adopts and accepts to work in this type of organisation, where resilience takes all its meaning.
Or, you move on.
