The Eternal Digital Transformation Westeros-Financial-Group!
You know that feeling when you watch someone's LinkedIn posts go from 5 likes to over 100 plus and you realize those aren't fans—they're hostages signaling for help?
Yeah. Welcome to my life for the past 29 months.
Let me tell you about the God-Mother.
She arrived as Our-Master-Card's third choice. The first two candidates looked at the salary, laughed, and declined.
Which makes perfect sense when you think about it. Top talent goes to Google. Second-tier talent goes to McKinsey. Third choice? That's us, baby. We're the career equivalent of "I guess this'll do."
You get what you pay for. We paid budget airline prices and got budget airline leadership. Except when budget airlines crash, at least it's over quickly.
First thing she did? Made everyone Acting.
Five Directors. All the Managers. Everyone.
"Six months," she promised. "Nine at most."
The Directors got confirmed eventually. After a year. Mostly external hires with CVs that read like they were written by ChatGPT having a fever dream. "Digital Transformation Thought Leader." "SAFe Agilist Change Champion." "Strategic Ecosystem Architect."
None of them had ever worked here before. None of them understood what we actually do. But by god, they could speak in buzzwords like they were reading from a corporate bingo card.
They arrived with the emotional connection of someone who'd matched with us on Tinder by accident and decided to show up to the date anyway.
The Managers? Still Acting. Two years later. Still waiting. Still hoping. Still Acting.
Interview processes keep restarting because someone keeps making mistakes. Post, repost, post again. It's like Groundhog Day except Bill Murray isn't here and nobody's learning anything.
Now, you'd think questioning any of this would be reasonable, right?
Oh, you sweet summer child.
The Prince of Persia learned this lesson the expensive way. Respected leader. Actually knew what he was doing. Made the fatal error of having a functioning brain.
He questioned a decision. Politely. With data. With alternatives. With that naive belief that logic matters.
He's gone now.
Vanished like my will to live during transformation townhalls.
The rest of us learned quickly: Questions aren't part of the transformation journey. Blind faith is. Nodding is. LinkedIn likes are.
Questions? Those are career-limiting moves.
Early on, she called an emergency meeting.
"We have too many positions," she announced with the gravity of someone declaring war. "We must cut costs."
We all braced ourselves. Redundancies were coming. We knew it.
"Therefore," she continued without even a hint of irony, "I'm opening eight new Director positions."
There was a pause. A long pause.
Someone in the chat: "I'm sorry... opening positions... for cost-cutting?"
"Exactly."
At this point, even people who've been failing maths since primary school were confused. Eight new positions equals cost-cutting? The numbers didn't just fail to add up—they packed their bags and left the country.
But she'd moved on to the next slide. And we'd learned not to ask questions.
The Director selection took over a year. She'd promised six months.
Want to hear the absolute best part?
The Sultan of Multan—one of the Acting Directors—applied for his own directorship. The one he'd been Acting in for over a year. The one he'd built. The one he knew inside and out.
They rejected him.
Let me say that again for the people in the back: He applied for his own job. The job he was already doing. And they said no.
It's like being dumped by your own reflection.
But wait—because it gets so much better—they hired him for a different dictatorship instead. Yes, you're reading that right. Dictatorship. A completely different one.
Because apparently, the best qualification for running Department X is having successfully run Department Y for a year and then being told you're not good enough for Department Y.
The logic is flawless if you don't think about it.
He now walks the corridors with an entourage. Two or three Storm Troopers at all times.
Resistance is futile, apparently.
I genuinely don't know if the Storm Troopers are for intimidation or emotional support at this point.
You cannot write fiction this good. Netflix would reject this script for being too unrealistic.
Around this time, the Step-God-Mother arrived.
New hire. Brought in by the God-Mother. Rumours say they knew each other before. Can't confirm, but the relationship is very... let's say mother-daughter. To us, she's the Step-God-Mother.
She was given an entire department: Business Administration.
This work used to be scattered across units. Boring stuff. Forms. Process paperwork. The kind of work you do whilst questioning your life choices.
The God-Mother decided it needed to be a full department. And handed it to the Step-God-Mother like a consolation prize at a carnival.
When the God-Mother travels (constantly), the Step-God-Mother takes command.
And then the emails started.
Announcements about innovation awards we've had for five years. Feedback loops we've been running since before some of these Directors were born. New forms to track things we're already tracking on different forms.
Each email arrives with the urgency of a Code Red situation about things that are Code Beige at best.
Last evening, she introduced a new innovation form via email. The document had bugs in it. The form didn't work properly.
Classic. Absolutely classic.
She always comes with half-baked ideas. Every. Single. Time. It's like watching someone serve raw cake and calling it "deconstructed dessert innovation."
Then came SAFe Agile training.
Mandatory. Everyone. Thousands upon thousands of dollars.
External consultant brought in. Extremely expensive consultant. The kind of expensive where you wonder if he's being paid in gold bullion.
Everyone got certified.
Here's the magnificent punchline: Most of our clients don't know what Agile is. Half our staff will never use it. Our work fundamentally doesn't function that way. It's like teaching fish to ride bicycles and then being surprised when they continue swimming.
But we're all certified now.
The consultant probably bought a small island.
Implementation? Zero. Absolutely zero.
But it's in the LinkedIn posts now. Part of the transformation narrative. "Proud of our team's agile journey! 🚀"
Brilliant. We've got certificates for something we don't use, paid for by budget cuts that don't exist, managed by Directors who arrived on Tinder dates.
This is fine. Everything is fine.
The LinkedIn posts are genuinely fascinating.
They started getting serious engagement. Lots of likes. Enthusiastic comments.
You read them and think "wow, people really love this transformation!"
Then you look closer and realize: These people are terrified.
When your manager's been Acting for two years... when positions keep getting reposted like a dating profile nobody swipes right on... when the Prince asked questions and vanished...
You start liking posts.
Enthusiastically.
With emojis.
With comments like "So inspiring! 🙌"
Because silence feels dangerous. Because visibility equals survival. Because if you're not visibly supporting the transformation, maybe you're the next Prince of Persia.
They're not fans. They're people trying not to be Acting anymore. Or worse, not Acting at all.
I've been here long enough to remember when things made sense.
Not perfect. But rational.
Leaders who'd earned it. Salaries that attracted talent. Timelines that meant something.
Now? This is what happens when you're somebody's third choice and the best minds go elsewhere.
When questions end careers.
When Eight Minus Eight Equals Cost Savings.
The Prince questioned. He's gone.
The Managers have been Acting so long they've forgotten what permanent feels like.
Oh, and here's my prediction: When those Manager positions finally get filled—2027, maybe, I'm joking (or am I?)—expect 70-80% external hires.
Why? They speak the magic words. "Digital Transformation Ninja." "Agile Evangelist."
They won't know our clients, our systems, our history.
But they know buzzwords.
And apparently, that's the only qualification that matters.
But here's the thing.
I'm documenting this because somebody needs to. Because we're all so deep in it now that we're starting to think it's normal.
It's not normal.
And speaking of not normal.
You know about the Skill Assessment Tool, right?
They announced it. Everyone has to take it. A test to assess your skills. Your value. Your future.
After 10, 15, 20, 30 years of service, you'll sit for a test.
An algorithm will judge you.
But here's the interesting part they haven't told you yet.
Have you heard about the consent form?
Wait for it.
Next post.
Trust me, you're going to want to hear about this one.
Comments open. This is anonymous. Say what you couldn't say in Teams.
Drop a comment. Share your story. We're in this together.
More posts coming. The story's just getting started.
Finally someone said it out loud. Every single detail. Spot on.
ReplyDeleteIndeed!
DeleteFully agreed.
DeleteSpot on. Kudos to the person who created the blog and had the guts to post this
ReplyDeleteYou hit the bulls eye. So true, its not normal..
ReplyDeleteOne person who should go through the skill assessment is SHE.. and then should leave the organization immediately.. She deserve to be thrown out from the entire industry.
ReplyDeleteAnd her directors. They should sign the consent form first.
DeleteAnd leave without a package.
DeleteStress has become a way of life ever since the queen arrived. Thank you for saying it. We've been under constant stress and threats of this test, the form and HR support email in case of separation are creating a very depressing atmosphere. Inhumane!
ReplyDeleteThe stress is real, the threats are real, and calling it 'inhumane' isn't hyperbole, it's accurate. You're not alone in feeling this.
DeleteThanks to author, who had guts to do this. This is so much needed to be published across the organization and in media.
ReplyDeleteThank you. But here's the thing, it didn't take guts, it took exhaustion. You're all spreading this faster than any media could. Keep sharing.
DeleteThe Bank now needs to bring back worldbankpresident.org from the Wolfowitz era, along with Alison Cave of the Staff Association, staff wearing blue ribbons in protest, and Graham Wheeler as an MD with the guts to say the emperor has no clothes. Plus a Board that stands up for real multilateralism against US unilateralism. Raise your heads above your own department to look at the big picture and find strength in solidarity. No kings in the World Bank.
DeleteLets not forget the Queen was also the keynote speaker for SAFe Agile as well. So whats the incentive, thousands to a company to certify staff that find out after funds are spent that not all staff certified will have an Agike role. Seems like Box all over again.
ReplyDeletehttps://share.vidyard.com/watch/bgcqABUmmfihxF8TB8s1dj?deliveryName=DM265846
ReplyDeleteLet's call a spade a spade. The organization is the World Bank. The stupid woman running IT is Amy Doherty. The clown director that could not hold on to his job is Rahyab Lari and the prince that was banished is Clay Lin. What a joke of an organization.
ReplyDeleteI think prince of persia is someone Iranian?
DeleteThe one who vanished (respected leader) is Naser Alizadeh who stood up for staff.
DeleteNaser Alizadeh is our Prince of Persia. Terribly missed.
DeleteWho is the step godmother?
DeleteNicole Desproges
DeleteWe want our real leaders to be back. Naser and Clay should come back.if they have read this.
DeleteNobody is safe these days at he the WBG. The expectation is not to question. The same director that could not hold on to his job but was “qualified” for another will demote anybody that dares question his approach or his storm troopers. Ask some of his team coaches. What a laugh.
ReplyDeleteYou mean ex team coaches. Now individual contributors. You can’t write the stuff.
DeleteI will never sign a consent form. Never. I have been here 28 years. What are they going to do to me? Declare me redundant? I will see you at the tribunal or collect my redundancy package. It will be a big one.
ReplyDeleteRahyab, the Sultan of Multan—one, is so scared of the God-Mother that he follows commands like a castrati. He is so afraid of loosing this consolation job that he quivers when she speaks. What chance does an English Major have of getting an IT job in the real world? Maybe the directors should take the assessment test? What a laugh that would be.
ReplyDeleteYes. They should lead by example. We will take the test after we see that they have passed theirs.
Delete
ReplyDeleteI truly love your writing. I’m wondering whether there is any realistic way to edge the godmother out. It‘s ridiculous to have someone like her running the organization. If people were to come together and raise a collective protest to master-card, would that actually make a difference?
I am sure majority of the employees would support this protest cuz this is ridiculous
DeleteWe develop skills over years and the value we add. We have incredible track record of hard skills and tangible achievements. But the essence of all these qualities is merely diluted by Agile certification?? Really!!
ReplyDeleteI dont know about digital transformation, but this is certainly a good digital platform.
ReplyDeleteIt's truly illogical to see you are asked to challenge status quo, ask questions.
ReplyDeleteHowever, you see they got rid of people who challenged, asked reasonable questions.
Just don't tell people what to do, when you cannot do it yourselves.
It's truly illogical to see more Director positions, costly trainings and next day you hear we want to cut cost.
When the system is running fine, just don't touch it. There are other ways to impress your boss.
Of course, things are not perfect, someone will complain for whichever actions. We got it.
Please at least make it make sense.
ITS needs reconstruction, it needs to be pure IT, and remove all politics & shit from it.
ReplyDeleteEverytime someone comes on top, they keep polluting it and adding more shit, and over time ITS became more about politics and internal fights less transparency and money eating machine.
Your new grand mother, also adding more shit to it instead of cleaning and fixing.
Definitely bringing people from outside will contribute to it. There could be really smart people who will try to understand about what organization does instead of just blindly bringing new buzz words without understanding the consequences.
Nobody wants to listen about internal challenges, but plow thru with new ideology, and the end efficiencies are depleted, morale is gone, and people don't give heart to the job they are doing...now they have a stick... assuming that will work...
The same with great great grandfather - old timer whose mind set stuck in mid 90s and who rejects to listen and take time to understand. I guess we live in this world now...
On a different note, I genuinely think you can start a second career as a writer if you ever decide to leave this current mess. I really enjoy your sarcastic writing 😆
ReplyDeleteThe behavior in this post echoes that of a narcissist or dictator — someone who rules by fear, firing anyone who dares to oppose them. They create a false narrative, claiming their actions are for the "greater good" while covering up the damage they cause. On the outside, people are deceived, but inside, those affected suffer in silence, their pain ignored in favor of control. This is a calculated manipulation, turning real harm into a hidden tragedy.
ReplyDeleteThe God Mother maybe using the Three Envelopes Strategy. Hope she is ready for the third one. For those who don’t know, here is it
ReplyDelete“ A new CEO was hired to take over a struggling company. The CEO who was stepping down met with him privately and presented him with three numbered envelopes. “Open these if you run into serious trouble,” he said.
Well, three months later sales and profits were still way down and the new CEO was catching a lot of heat. He began to panic but then he remembered the envelopes. He went to his drawer and took out the first envelope. The message read, “Blame your predecessor.” The new CEO called a press conference and explained that the previous CEO had left him with a real mess and it was taking a bit longer to clean it up than expected, but everything was on the right track. Satisfied with his comments, the press – and Wall Street – responded positively.
Another quarter went by and the company continued to struggle. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, “Reorganize.” So he fired key people, consolidated divisions and cut costs everywhere he could. This he did and Wall Street, and the press, applauded his efforts.
Three months passed and the company was still short on sales and profits. The CEO would have to figure out how to get through another tough earnings call. The CEO went to his office, closed the door and opened the third envelope. The message said, “Prepare three envelopes.””
The rot starts at the top. When you have a President that "pivots" from "climate' to "jobs" to suit his masters in the administration, why would you expect the people he appoints to be any different. All he cares about is his role and, therefore, the people he appoints are the same. Good luck guys. it will be a wild ride.
ReplyDeletePivots away from climate despite a majority of the Bank’s shareholders openly opposing that pivot!
DeleteI have a feeling that Peer Review and the Tribunal will be very busy this year. I hope the Staff Association decides to do their job and stand up for the staff. Where is Allison Cave when you need her?
ReplyDeleteYes Talib has the backbone of a snail.
DeleteIt is unfortunate that Staff Association has not taken any action on this.
DeleteWe need to report this to ethics from outside emails and mention that we are afraid of retaliation, their email is ethics_helpline@worldbank.org
ReplyDeleteDone. The more the merrier. I hope others will follow.
DeleteRealistic question: will this have any impact?
DeleteGang!! Huge thanks to the ITS SAFe Agile journey—I somehow managed to buy my dream home: a full-blown mansion recently listed by a celebrity couple. And don’t worry, by the time we finally complete this journey, I’ll have it fully furnished with all the latest models. Agile truly delivers value. 🙃
ReplyDelete😂
Deletesafe agile training companies seem to a better bet than the retirement fund...
DeleteIt does. To the trainers and to Amy who converts it into awards and trips at the Banks expense.
DeleteIt would be extremely hilarious if it wasn’t so dreadful
ReplyDeleteCan someone explain those consent forms ?
ReplyDeleteSimple. Consent to nothing. Why would you give your rights away? Particularly if you are an open ended staff.
DeleteI meant what are those forms asking staff to consent to ?
DeleteI do not know the answer yet but it won't be to your advantage. It will probably say that if you fail the assesment twice you are out. No compensation. Sorry. Can't do that.
DeleteThey do not have your best interests at heart. How else is Amy going to afford that Business class travel and those nice hotels to attend the award ceremonies?
Deletegreat going you guys...! what's the plan?
ReplyDeletePassive as well as active resistance. Don't get fired but don't surrender. File cases with the Peer Review Board and the Tribunal. Stand up for yourself or be swalloed. If enough people complain, they will not be able to get away with it. And, put pressure on the Staff Association to do their job. They have been passive for way to long.
DeleteThose assessment tests not legal at least for open ended staff. For term may be at the end of the term renewal. If the job is redundant pay redundancy and close it. If the staff performing role is not skilled say so in annual reviews. Agile is merely a process tool not technology itself. You can’t fire staff by merely introducing a process tool. We need to voice this and stop this madness.
DeleteExactly, this madness and chaos needs to be stopped. We all need to come together and raise voice. This is just not happening, arbitrary behaviour..
DeleteThis blog has contributed more to my sense of psychological safety than all the surveys conducted so far.
ReplyDeleteGlad someone finally said what many of us have been thinking. Two years into this “transformation” b******t and nobody can explain where we’re going!! morale is underground, and people are surviving, not thriving.
ReplyDeleteThe "Prince of Persia" at least knew the map and the people on it. In his place, we now have a cardboard cut-out. Decisions do not flow from vision, as he doesn't have any. They drip down as instructions, and his only visible skill is nodding on cue. The last department meeting was the purest illustration of this bravery deficit. He did what any truly courageous leader would never do: stepped aside, hiding behind HR, and let HR deliver the threats. Too scared to explain the impact of their own job architecture games. If anyone needs a skills assessment, it’s the ones who can’t face staff without a threat‑slide and a lawyer in the room.
Someone who cannot explain the consequences of their own reforms, cannot protect their people, and cannot stand in front of staff without outsourcing the hard conversation has already failed the only test that matters: LEADERSHIP!! When the dust eventually settles, the person most in need of “role redundancy” will be the one who spent the entire crisis "acting" like leader without ever actually being one.
I always thought of our organization as of the Ocean in all its magnificence, depth and glory. While there may be a lot of waves and winds at the top, the whales and luxury liners cruising here and there, at the bottom the water was hardly moving at all! With some ugly poor fishes scavenging there on what falls from the top. I wonder if the "tsunami" is going to overturn that water anywhere ever. On the second thought, given that the whole Bretton Woods system is heading to collapse, with a few organizations like WTO (or dare I say, UNO) already dysfunctional, the IT department is destinned to lead that movement. Hooray, and welcome to the reality!
ReplyDeleteI love that metaphor! It compares with the following anecdote: few days after one of the best musical directors of his time Herbert von Karajan joined the Vienna Philharmonic orchestra a reporter asked the first violin about his impressions. Well,- said the violinist,- Herbert is perhaps one of the best directors, perhaps even the best one, but even he cannot make us play out of our own tune.
DeleteAgile. Agile. Agile. These words have echoed in our ears for the past two years. We began implementing Agile methodologies, but as a result, our clients have begun to complain, stating that it is not practical for their requirements. They dislike it immensely and hold us responsible for insisting on this approach. There is no peace of mind. Despite working nearly 10 hours every day, we feel pressured to prove ourselves continuously, adapt to changes, and complete training, certification, and assessments that have little relevance to our day-to-day activities. It's incredibly frustrating!
ReplyDeleteIncredible writing and lay out of what's happening. Happening across WB but very sad to see how bad it is for ITS. You have people who work with you who are rooting for you, hopefully we can figure out how to do more.
ReplyDeleteIt seems that we are not part of the World Bank. We are simply a laboratory where management conducts tests of their wild ideas and all of us are like rats who are being tested. Weak ITS management is WB’s Management strength. ITS management conducts useless studies to legalise their ill motives. The outside IT community laughs when they hear our stories of so-called transformation, agility? bla bla.. Unfortunately HR and SA are quiet after watching the devastation of Bank core values.
ReplyDeleteAnyone have any thoughts on the appointment of the Transformation office Manager early this week? It’s the same person who was acting and was responsible for implementing all the transformation this last 2 years
ReplyDeleteWell written. So true.!
ReplyDeleteCannot agree more! What's next?
ReplyDeleteA well-aimed dissection. One cannot help but admire how deftly you expose the spectacle behind the 208socalled transformation. You’ve managed to turn corporate fatigue into something almost literary. The satire is understated, the observations are sharp.You strip away the jargon and expose the underlying absurdities with remarkable clarity. A rare voice amid corporate noise.
ReplyDeleteIs it widely recognized that Godmother has been dismissed from her last two positions due to her chaotic approach and inability to perform effectively? This situation we are in exemplifies the consequences of opting for a third choice. Incompetence can indeed become a formidable challenge.
ReplyDelete2 cents and background
ReplyDelete- first the way acting managers were appointed (G staff who were not managers) were handpicked by managers / directors. those selected happened to be their favorites with no process. No experience managing. Now they had access to leadership forums for 2 years and have undue advantage for job application.
- the acting managers knew the certification needs and got their certifications while the rest were not given the details.
- Sultan (english major) was running IT functions. and everything he designed had to be redone - wasted money and time. everything he touched has to be redone - you need to know systems to design systems not UX. now he is in a new function and doing the same - so few years down the line it will be a repeat.
- if you are upskilling staff then do so in the right manner. you see this trend only when you don't know where you are going so be a bull in a china store and blame everyone around you for failure. leaders say (president is actually an amazing leader) this is where we are going and come with me and this is what we will accomplish and how. Here we have to the sAFE - like safe will fix. sAFE has only increased resource cost and not reduce. look at redundant skills in the same team!
- you can be safe certified but that's only how you execute and not what you execute and implement. business knowledge and technical knowledge are key.
- you get mapped to a role, assessed and then kept or fired. i wonder who came up with this idea. upskill staff to meet the workforce needs - wait...we didn't say what we need in future work force - only that everyone has to be safe certified. like safe will make you a AI specialist? or you let go the best AI specialist because he / she is not safe certified.
- director Sultan should take coding test because he never coded but chide all the tech people like they know nothing - because if english literature can get him a director post - he would have been a VP if he could code !!
- little does she realize how much he wanted / wants her job.
Hit the nail on the head. Two years of uncertainty and last moment changes with no sign of stability coming. Glad someone had the balls to writeup this crazyness.
ReplyDeleteI find the character assassination and personal attacks in these posts beyond bizarre. For me, one of the amazing core principles of working at this institution has always been the deep sense of community, connectedness, and trust that we feel for one another, and the fact that we’re working for a mission that is bigger than any one of us. This goes for us within ITS, as well as with our clients in the business, and even our client and beneficiary partners. While I agree with much of what has been said in this post regarding egregious spending on consultants, firms, and staff/vendor time in the name of “transformation” with no measurable or accountable efficiency gains, I’m struck by the strange need people feel to attack our own who have been asked to accept an acting leadership capacity (often for their own jobs). These thinly (childishly?) veiled references to specific individuals within our own ITS community really go so far past the line in my opinion in terms of acceptable rhetoric. Do I agree with all of the “transformation” activities within ITS? Absolutely not. Do I think SAFe is a bloated framework full of bottom-feeding consultants and vendors that wouldn’t be necessary if ITS staff could just do meaningful client engagement and project planning? Yes. Have many organizations abandoned SAFe for this very reason? Yes. But does attacking the people in leadership positions who have been showing up for us day in, day out, help in ANY way to mitigate the current regime and make this a better workplace? Absolutely not. I understand how toxic the environment is in ITS right now, but spewed vitriol behind anonymous posts toward people who have dedicated their professional lives to this org and its mission only serves to further divide us us and break that feeling of connectedness that we have always had as staff of this place. People coming from outside to "transform" us are just looking for this type of opportunity to divide and conquer. Please, let's regain some sense of composure and direct our (justifiably) upset feelings toward the things that matter.
ReplyDeleteRahyab has always been a stand-up manager and leader in my opinion. He has a vision and enables teams to deliver, and the results show the value he has brought to the institution. Who cares what he has a degree in?? Do these people expect a director to sit down and write code?? I truly don't understand where all of this negativity toward him is coming from.
DeleteI guess you are one of the storm troopers. I just wonder which one.
DeleteTrust must be earned and this group, with few exceptions has not. You can think the world of Rahyab. Most don’t. For every stand up guy comment, you will get a dozen that can point to his arrogance and poor teamwork. You have a right to your opinion and so does everybody else. I don’t think you will find many willing to take a bullet for this fellow.
DeleteI can definitely take a bullet for Rahyab. If you’re on the hard-working end of the spectrum, love technology, and value fast delivery without any BS, he’s one of the most amazing people you can work with. Had an opportunity to work with him in the past, but reorg separated me out to a different new director without any vision - this new world is definitely a confusing space.
DeleteRahyab always has a clear vision. You may question his methods, but you can never question his integrity.
It’s very obvious that the author has a personal grudge against him. You can talk about transformation, but why single out individuals who have spent their entire lives sweating for the bank’s mission?
He is one of the smartest leaders you’ll ever work with - and knowing him, he’s probably already figured out who the author is. Doesn't need anyone's assistance
He is definitely one of us impacted by this Transformation BS, closely look at the ITS departments, God Mother has simply reorganized the entire ITS by replicating what Rahyab has built within ITSOC... That's the forward thinking mission that he has.. Yes definitely his methods are questionable, but not his vision and what he has done for the bank...Please in your future posts do not include him - he is also one of us impacted by this transformation..
DeleteThere is an imposter among us..
Delete*Blogger emerges from shadows briefly*
ReplyDeleteRight. So. This is me commenting on my own post. Very meta. Very 2025.
But after 16,000+ views and watching you lot absolutely demolish the comments section (in the best way), I owed you a proper thank you.
You've shared this across departments I didn't know existed. You've quoted it in meetings (apparently). You've made leadership so nervous they probably check this blog before checking their own emails.
That's you. Not me. You did that.
Next post: December 26th, morning. It's shorter, sharper, and it's time to act.
No more just reading. No more just commenting.
Time to do something.
Until then: keep sharing. Keep commenting. Keep the momentum going.
See you then. And seriously—thank you.
*Retreats back into anonymity like a digital Batman*
— The Chronicler
IT is a niche. Go much much bigger!
DeleteDo not forget the people at the end of this chain of corruption. You all contributed to the work of this "digital transformation".
DeleteYou all abuse the system. You all throw your work into some of your team members who actually do the work - contractors, D level staff who you deny promotions to, sometimes ETCs/STCS - all over the bank.
It is hypocritical of all of you to complain about assessment tests where one or two of these very low level employees can out-test you any time with their skills.
I think you all deserve it.
You; who takes more annual leave than you come in every month.
You ; who sits in ridiculous "meetings" while the rest of us are "helping you out with your project " and don't get any of the credit.
You ; who pretends to be "busy with clients" and takes off for 3 hour lunches.
You ; who treats anyone who's not a blue badged staff member like they are second class citizens.
https://fortune.com/2023/04/14/world-bank-mission-fight-poverty-workers-headquarters-striking-struggling-make-ends-meet/
The reality of ITS at the WBG is this:
Systematic corruption where most of the so called "Managers" have hired and rehired their unqualified friends and buddies who give each other "performance reviews" and "bravo points" over the years to only care about yourself and not the MISSION OF THE BANK.
Then these managers hire less under qualified, inadequate skilled staff so they are controlled under them, and the flow of corruption is down stream from there.
The ACTUAL WORK is done by the least paid people in the bank.
So, don't fu***ng cry if you lose your job because you didn't pass a test. All of that high management BS being pushed on you is YEARS of abuse of the WBG funds and now they are all getting a bigger piece of what you all were biting into for decades.
You're all hypocrites, for pushing on this bullsh*t for years and NOW complain like entitled 16 year old teens.
Premonition level for all of you is at ZERO foresight of this predicament.
Reminisce level is and should stay at 100 hindsight.
The world is changing into a corporate convulsion of buzzword seeking "strategic partnerships".
See, that last sentence did not make sense.
So does most of your careers in the bank.
I am happy many of you will be redundant soon.
Time for the low level worker to outshine you.
This rant appears to stem from deep frustration within the World Bank Group’s (WBG) Information and Technology Solutions (ITS) department, likely from a contractor or lower-level staff member (e.g., Short-Term Consultant/STC, Extended-Term Consultant/ETC, or similar non-“blue badge” permanent role). It accuses managers of nepotism, hypocrisy, and mismanagement, while claiming that “digital transformation” initiatives are leading to skills-based assessment tests that threaten jobs for under-skilled higher-ups, with actual work done by underpaid, overworked contractors.
DeleteThe linked 2023 Fortune article highlights irony in the WBG’s poverty-fighting mission: contracted food service workers (via Compass Group) at headquarters struck over low wages (~$18/hour, minimal raises, reliance on public benefits like SNAP) and poor healthcare. These are outsourced cafeteria staff, not ITS employees, but it underscores broader complaints about treatment of non-permanent or contracted workers.
Publicly available information shows some basis for grievances around staff hierarchies and contractor treatment:
• Contractors/STCs/ETCs often perform core work but lack benefits, job security, or promotion paths to full staff roles. Anecdotal reports (e.g., Reddit discussions from former consultants) describe years of overwork (exceeding contract limits), low pay relative to responsibilities, and slim chances of conversion to permanent positions.
• Historical staff protests exist (e.g., 2014 rallies over executive bonuses amid cost-cutting and potential layoffs), but no recent (2024-2025) widespread strikes or protests by WBG staff or ITS specifically.
• No confirmed reports of mass layoffs, mandatory skills assessment tests, or job losses tied to “digital transformation” in ITS as of late 2025. The WBG is actively promoting digital initiatives globally (e.g., GovTech, digital economy projects for client countries), with emphasis on upskilling and AI, but internal restructuring details aren’t public.
Allegations of “systematic corruption” (hiring friends, mutual favorable reviews, controlling via under-qualified hires) are serious but unsubstantiated in open sources. The WBG has an Integrity Vice Presidency for investigating fraud/corruption (including staff misconduct), and staff can report anonymously.
Large organizations like the WBG inevitably have internal tensions—between permanent vs. contingent workforce, managers vs. technical doers, and mission ideals vs. bureaucratic realities. Change often feels disruptive, especially with tech shifts favoring hands-on skills. If this reflects real experiences, channels like the Staff Association, Ombuds Services, or formal grievances exist for resolution.
Ultimately, the WBG’s mission relies on all levels contributing effectively. Hoping for redundancy or others’ job loss rarely helps; constructive dialogue or upskilling might. If you’re the author or affected, consider internal resources for support.
Very well written. This post exposing the “experiment” under way in ITS makes me wonder if the same is not about to happen in my own VPU…
ReplyDeleteCertainly happening at the Digital VPU.
DeleteAny one missing David Malpass yet? Remember how poorly he was treated when he joined the Bank, but how he led us through COVID without micromanaging the Bank, and provided everything the staff and contractors needed? Ajay came when the times were returning to normalcy and brought all this private sector mess, including Amy. He is not even in DC and runs this clown show from his daughter's apartment in NYC.
ReplyDeletewhile everyone has the right to opinion - making statements not relevant to the issue being discussed waters down the impact. the blogger based his writing on facts. you on the other hand is just making statements that leads you no where.
DeleteI think the point here is that shit rolls downhill. Ajay joined WBG and fired Shaolin within weeks, he then brought people from outside who had no idea what this institution is and started making big changes including the mission of the WBG. As much as Godmother is to blame for our situation, we wouldn't be in this if Ajay had better judgement for people he hired.
DeleteAll of them have talked about Sultan of Multan but let’s hear about new clown around the block ( GG ) sorry iTSGG - new acronym Governance and Guardrail's Unit. Absolutely no experience in implementation, now runs Data units for WBG. He has crushed Library and Archives unit and Knowledge management and now getting ready to ruin AI and Data. His new mantra is decentralization …no no …. centralization …. no no … Federated ….. no no … Governace … sorry Guardrails. If our Political science graduate is confused between Math and Computer science …. how can he run Data unit
ReplyDeleteIt’s pretty simple: truly exceptional leaders hire people like themselves to run their core areas. Look at Tesla or Google — when you’ve got Musk or Sundar at the top, it’s no surprise the people running key functions actually know what they’re doing.
DeleteJust glance at our very own god-mother. When mediocrity becomes the standard, the people you bring in somehow manage to slide right under it . Sultan may have plenty of flaws — but compared to this new crowd, he’s miles ahead. Smarter, more capable, and probably wondering in every leadership meeting: "what on earth am I doing here?"
And now these newly minted “visionaries” are defining strategy and picking managers. From what you described, one of them seems to have already revealed their grand vision.
Parkinson's Laws at their best! Fortunately I've read this old but immortal book before I've joined the Bank. So didn't have any illusion. As every big organisation they tend secure their own interest not the purpose. No wonder they reorganize the IT to keep and expand managerial positions.
ReplyDeleteAs you prepare for your test - Flash cards - Match to the right choice
ReplyDeleteSultan of Multan - He should be moved to front office and asked to work on only Strategy. Institution will be ruined if he runs any implementation projects. Everything will need to be redone.
Golden Leg Boy - He is always drawing or painting something in his book. Does not have any sense of understanding other than Riak, I doubt that too but he got Lead because of a favor and then Director which should have been given to someone but he got it because he was Favorite of Canadian King aster Sultan.
Oceania - Is not for for running technology. Barely meets the criteria for Governance Manager.
Amazon first king - CTO - Now wants to bring Amazon because he knows someone. Please challenge him and he should not do this when we went down MS Azure.
Another Clown - Infraguy - Very Very arrogant and thinks he knows everything but lack compassion and leadership skills.
Making us Secure - Done by somebody who wants to do this after his prime time but seems like genuinely good guy. Cares for staff, not knowing too much.
Oz King - Flying high thinks AI can solve everything but staff are laughing at his vision.
Front office Secretary - Does nothing but follow the boss.
with such high standards… not sure where iITS Is headed. Do we need 8 directors when other business units have 3 or 4 at Max.