@1dhb+1s2Ocapz I agree "silo busting" has been and will be difficult to achieve at Wells Fargo. Not until they release the stranglehold the toxic managers have over the silos will efficiency be achieved.
However, this is why I think HY/McKinsey tactic. First, they got all the architects to extensively document the SOR (system of records) at the bank. Then they laid a lot of them off. I am betting that this "SOR" work is or will be used sometime.
Second, they centralize all the microservice/api design/management roles to HY and India. Been looking for but haven't found too many mesh administrative roles but they will pop up soon and will be in HY and/or India. An aside -- this bank is strange in that there are few architects and "programmer" jobs. Is AI already replacing folks?
Third, I feel in the end HY won't give a sh--t about their toxic executives and managers. In a few years, most of these toxic managers will be at wit's end having to deal with all the lower cast of offshored P&I.
Note that there will be three levels of IT workers: those who are building AI (loading models), those who know how to use AI, and those who don't.
But there is another cast of IT talent provided by InfoSys/McKinsey/TCS etc. They have their digital banking models and "proven" bank mobile digitization (the Indian banking system). Combine that with what @1mfs+1s2Ocapz and the stored "SOR" and generate a transformation system.
Somewhere along the line HY management will consider the politically toxic executives and managers "inefficient" by holding on to their crumbling silos and will be summarily let go. Karma is a B..tch. @1dhb+1s2Ocapz can I say toxic executives and managers one more time?