I work for Skyscanner, and can confirm this. It's a very effective model for managing a business this size, and IMHO fosters innovation within the business. Very basic description of the model as it is at Skyscanner:
Tribes - High level products (hotels, flights, car hire)
Chapters - "Departments"; areas of expertise (data acquisition, front end)
Squads - Autonomous project units (New features, development of an existing feature)
Guilds - Informal interest groups (Linux, Python, agile development)
Everyone is in a Tribe and a Chapter relating to their "department", and area of expertise; Squads are formed to work on projects, then disbanded once the project is finished; anyone can join and participate in Guilds, which serve as interest/support groups for technologies/strategies/methodologies.
Edit: Corrected my brainfart. Thanks ssabev! Can't believe I did it twice...
Tribes - High level products (hotels, flights, car hire)
Chapters - "Departments"; areas of expertise (data acquisition, front end)
Squads - Autonomous project units (New features, development of an existing feature)
Guilds - Informal interest groups (Linux, Python, agile development)
Everyone is in a Tribe and a Chapter relating to their "department", and area of expertise; Squads are formed to work on projects, then disbanded once the project is finished; anyone can join and participate in Guilds, which serve as interest/support groups for technologies/strategies/methodologies.
Edit: Corrected my brainfart. Thanks ssabev! Can't believe I did it twice...