I've heard that they're trying to consolidate these yet again. Pretty embarrassing since this is literally what DXC is supposed to do as a company. Does anyone know what the timeline is to fix this? I expect them to miss the deadline but I just want to know when that will be exactly.any thoughts appreciated
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System transformation requires a lot of commitment from the business and investment from the top. This was not the case for acquisitions or business processes. What makes you think internal systems will be any different? Since they are not making a profit and losing revenue at over 8%, I can't see system integration with upfront cost on the promise of a future streamlined flow (when the company might not even be here then). Its not going to happen. It was a mess when I left 6 yrs ago when they wasted a tonne of cash on McKinsey setting up GIS POD's and all that high performance team nonsense which proved a costly disorganised mess, since everyone was pulling in different directions.
It would be easier to just dump all the enterprise data into a massive data lake and let AI try and work out what goes where. That should overheat a few datacentres and keep the polar bears warm. :-)
@1ard+1sQFYOhl sorry d-mb question but how long is a long time? Assuming they actually want to commit a normal amount of resources is it still a multi-year effort? Safe to assume that they're going to slowly achieve cost savings if they make incremental progress?
It can be done but takes a long time, get rid of the oldest/worst first after upgrading the target system. One if the other challenges is simplifying all the feeder systems and fixing interfaces.
So then the question is can it even be done at all?
In Mike S's first town hall back when didn't realise what a self serving ****er he was, he promised to make sure everyone was paid by DXC, not a legacy company. DXC now 7 and still never been paid by DXC
Yes as the previous poster said, Lawrie wouldn't put money into merging finance systems or re-org'ing the hundreds of (legal entity) companies that make up DXC.
Because his plan was never to have a functioning business, it was just a holding for breakup for maximum profit.
Salvino didn't get that memo and decided to try and make things work (he probably should have gotten that memo or at least been smart enough to realise it was unfixable)
Raul, well, who knows. He's too busy pulling IBM no-hopers in at the moment. What he does with them is anyone's guess but I doubt if anyone who's been an IBM lifer has any idea how to cope with disorder and chaos. IBM is super regimented and exists without any need to be commercially marketable simply because its IBM.
The problem goes back to Mike 1, after the merger he wouldn't invest in rationalising the companies from the 2 groups ES & CSC and he wouldn't invest in the ERP rationalisation. Mike 2 was then very slow to approve the ERP changes...... As a result our back office overhead is massively higher than it needed to be.
I still find it odd I get paid as CSC. Others will probably get paid as HPE. Still. This sort of stuff is basic to sort, never mind workday vs etes for billing and wbs codes. People need differing codes depending what legacy company they were from
Folks, if you are not aware of the fact that most internal processes and systems are archaic, you have been literally sleeping on the wheels and have no clue about this company. There are multitude of systems and processes in all and anything internal - finance, procurement, billing, collections, human resources, costing blah blah blah.
Btw - we got a transformation head honcho - let's see what he does differently.
Digital Transformation begins at home !Been saying this for 10 years at DXC, so funny to read these posts since I retired a few years ago