Agile methods have already transformed how software is developed. But when an organization grows and runs dozens of initiatives at once, a challenge arises: how can all those teams work in sync while still keeping the agile spirit alive? The Scaled Agile Framework (SAFe) offers an answer and it’s now embraced by more and more companies in Switzerland and abroad.
Why team-level agility isn’t enough anymore
Early agile practices, inspired by the Agile Manifesto back in 2001, quickly showed their benefits: shorter delivery cycles, empowered teams, faster response to customer needs. Across Lausanne and Geneva, many IT projects already run with Scrum or Kanban.
But organizations don’t live on software alone. HR, finance, or marketing departments often stick to traditional methods. The result? Agile IT teams moving fast, but bumping into slow bureaucratic processes as soon as they step outside their scope.
This is exactly where SAFe comes in: a framework designed to extend agility beyond IT and create alignment across the entire company.
The essence of SAFe: setting the company’s rhythm
SAFe isn’t just “another agile method.” It’s an organizational framework that introduces synchronization across multiple levels.
The core idea is the Agile Release Train (ART) a group of teams moving together toward a common product or goal. Each ART works in fixed cycles, typically ten weeks long. These cycles, called Program Increments (PIs), are launched with a major ritual: the PI Planning.
For two full days, hundreds of people can gather to define objectives, identify dependencies, and plan the upcoming work. These sessions go far beyond project management: they foster collective decision-making, strengthen motivation, and set the tempo for product or feature releases.
Switzerland as a testing ground
In Switzerland, SAFe adoption is rising fast. A SwissQ report shows usage growing from 12% to 18% in just a single year meaning nearly one in five large organizations has already implemented the framework.
Swisscom is one clear example. Its data and AI division now operates with six agile trains and 250 people. All teams share the same ten-week rhythm, broken down into two-week iterations.
Other players, like La Mobilière, have gone even further. Managers no longer “push” tasks onto teams. Instead, teams “pull” work when they feel ready a fundamental shift towards empowerment and accountability.
Challenges: culture, resistance, and leadership
Scaling agility doesn’t happen overnight. Global surveys highlight three major obstacles:
- Company cultures that still favor traditional ways of working.
- Resistance to change within teams and leadership.
- Insufficient executive sponsorship.
Swiss organizations face these same challenges. But when guided by an experienced agile consultant whether in Geneva, Lausanne, or Zurich companies often manage to turn obstacles into catalysts for change. Because implementing SAFe isn’t just about processes: it’s about reshaping mindsets.
Trust as the new management model
One of SAFe’s biggest impacts lies in management itself. Traditional “command-and-control” leadership gives way to trust and transparency.
At every cycle, teams commit to visible goals, shared across the organization. No more vague six-month roadmaps: people know where they are headed and why. That clarity is often a game-changer.
Global surveys support this shift: only 5% of executives still believe in heavy top-down control. The overwhelming majority agree that empowering employees is the more effective path.
The role of Swiss agile consultants
Adopting SAFe requires more than following a guidebook. The most successful organizations rely on agile experts based in Switzerland to support the journey.
– In Geneva, an agile coach may help a financial institution align its digital squads.
– In Lausanne, a consultant can facilitate a PI Planning session for an innovation program.
– In Zurich, an agility specialist may work with an industrial company to connect trains to corporate strategy.
In every case, their mission is to bridge strategy and execution, making sure leadership vision translates into team reality.
Conclusion: agility as a business strategy
SAFe signals a fundamental shift: agility is no longer just for IT, but a company-wide strategy. In Switzerland, more organizations are adopting this framework to reduce friction, accelerate innovation, and strengthen employee engagement.
The transition can be challenging it shakes long-established habits. But with the right support from seasoned agile consultants, companies discover that transparency, trust, and alignment aren’t just ideals. They are powerful engines for sustainable performance.
