I guess we needed a project methodology that aligned to the dysfunctional organization the C-suite aspires to create.
“Waterfall replicates the social model of a dysfunctional organization with a defined hierarchy. Agile, quite often, replicates the social model of a dysfunctional organization without a well-defined hierarchy.”
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They bring in arrogant consultants who think they are product experts with zero banking knowledge. There are zero actual deliverables that make business sense. Lookup the agile garages, they brought in a bunch of bozos from WIM who stood up a "framework" did their best "mission accomplished" pose and left it in shambles with no actual value delivered. Massive turnover, chaos and completely unjustified hubris are totally supported by Madu cause she can't afford to SH8t the bed for the third time in as many years.
Catching up on the latest in product/system design thinking.
At WF we all worked in a system. We didn't work on the system. WF survives on it being big. Perhaps the scandals got Charles scared about transforming the bank into a fintech.
I'm working right now on the next evolution in project methodology. It's called Mustard. In the new environment, project managers will be called "Honey," SME's will be called "Browns," those who document requirements will be called "Yellows" and everyone else involved will be called "Seeds." Senior managers will be called "Dijons." When a project is initiated it will be called "Opening the Jar" and significant milestones will be called "Spreading." When a project is successfully completed, the ceremony will be called a "Sandwich." Although we will not serve sandwiches at the Sandwich Ceremony because outsiders would know too much about it. So, we'll serve pizza. It's expected that this new methodology will significantly enhance productivity.
Someone is using chat gpt here
Agile (LOL). I lost count of how many 'methodologies' were introduced during my over two decade WF service. Each one was subsequently discarded, and revived with a 'new' name by the next regime.
The decision to use either Waterfall or Agile methodology should not be solely based on the presence or absence of a well-defined hierarchy within an organization. Both methodologies have their own strengths and weaknesses and are suitable for different types of projects and teams.
Waterfall methodology is a linear and sequential approach that is suitable for projects with well-defined requirements, predictable outcomes, and stable team members. It requires detailed planning upfront, clearly defining the project scope and requirements. The hierarchy in the organization can help in the effective implementation of this methodology, as each team member is aware of their roles and responsibilities, and the decision-making process is streamlined.
On the other hand, Agile methodology is a more flexible and iterative approach that is suitable for projects with evolving requirements, unpredictable outcomes, and a dynamic team. It emphasizes collaboration, customer feedback, and continuous improvement. The hierarchy in the organization can still exist within an Agile framework, but the decision-making process may be more decentralized, with team members encouraged to take ownership and contribute to the project's success.
Therefore, the choice between Waterfall and Agile methodology should be based on the specific project requirements, team composition, and organizational culture, rather than the presence, or lack thereof, of a well-defined hierarchy alone.
The old Wells Fargo was more of a well defined hierarchy (or hierarchies: Wachovia, Northwest Bank, Wells Fargo). Then they add outsourcing and ex-JPM to the mix making a new agile Wells Fargo. IMO you can cover up your dysfunctionality with any methodology.
Those are certainly a lot of words put together
It's all a joke. Our lead is the most arrogant S-B bc she knows she's overpaid and secure in her joke of a role.
I heard tech is affected.