Former CEO and current TATA Group Chairman Natarajan C–asekaran. “Our strategy has always been attracting the best talent globally, reskilling and transforming them to foster innovation and build a results-oriented, high performance culture. The difference this time was the scale at which this needed to be done and how we were using technology to democratize the talent development process at large.”
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See they had a plan all along. Keep smiling and stay positive (to quote Salvino) the French are coming. Hopefully it will be a revolution with complete clear out of the top 5 layers of mediocrity and incompetence. Though I suspect the jockeying and positioning has already begun. For the first time I will support executive bonus - and a free taxi to ride out of town. Salvation replaced Salvino - hope springs eternal !
DXC Digital Transformation and w still can't transform DXC into a single company. It's all bull c-ap! Bleed the clients and shareholders dry while the CEO, Board and executives rape everyone else.
"EDS did not have Indian presents"
I guess the person posting this was suggesting EDS used presents as bribes to get business? Or, maybe meant to say "presence". Who knows?
What do you get if you merge two failing companies.....one bigger failing company. The only way DXC was going to work was if investment had been made available to deliver on a combined business plan utilising the best assets from each company to generate a one DXC. Unfortunately Mikey L and Paul S and a select few were too busy lining their pockets and generating shareholder "value". Zero investment resulted.
As an aside I find it interesting anyone mentions EDS given HP acquired EDS over 12 years ago, took at least 4 years integrating and went through multiple global reorganizations to rationalize layers and structure etc including the spin off as HPES. I'm not suggesting HPES wasn't struggling (just like CSC) ..just strange to see EDS referred to.
Of course it's not integrated.
And yes it's rubbish that after all this time it's not integrated.
However it's worse than that, there are other elements that are hardly one dxc and operate virtually autonomously. This array of speciality expertise and markets makes up quite a lot of the revenue but there's no economy of scale and much of that business is highly dependent on individuals that dxc makes no more attempt to keep than anyone else.
It's still CSC, collection of small companies.
DXC = what you get when two dinosaurs mate.
Its a joke that its been 3.5 years since the merger and you are all still talking about CSC vs EDS/HPE. If clients want any evidence that DXC is a dysfunctional and irrelevant organisation here it is. No such thing as One DXC.
EDS was a fire sale to CSC with fancy financing reverse merger to avoid taxes CSC assumed EDS debt and EDS got 50.1% of the company. No matter how you slice it so you see acquired EDS is just that simple.
Look at the 200 top accounts today more than 85% of them are legacy CSC accounts and the next 100 the majority are CSC accounts
25% of EDS revenue was Navy perspecta. and that account has been lost
EDS did not have Indian presents and emphasis refused CSC acquisition so emphasis was replaced in India
That's the situation past and present
41 layers of EDS management no good accounts low margins it was a fire sale.
I get it you have fried and working for EDS but EDS was nothing after the mid-80s
EDS = ES = DXC Delivery.
Stuck in time, non integrated by HP or DXC.
Needs a serious purge of the dinosaurs.
@1ava+18h4hMuP what a BS comment. CSC didnt even merge with EDS. very clear you have no idea of either the situation at the time or the situation today.
Agreed EDS had too many layers of management 41 layers of management and CSC agreed not to fire them for a year. Agreed you could get rid of three of four managers from EDS just simply overhead non-billable
Mikey needs to clean out the last of the Lawrie people at the top table. Then start working down.
At the same time, go to the front line, empower, reinforce and nurture them. You can't seize the market when your reputation is as your local legacy technology provider who has screwed you over for years and has a patchy track record on delivery.
Everyone has given Sal the benefit of the doubt but if he hadn't done the rounds we'd be toast. If he can't get the organisation delivering then he's (rich) toast and DXE will rumble on towards its inevitable irrelevance.
The current "virtuous circle" strategy needs to be started - and it ain't gonna happen top down put your faith in the front line Sal and get rid of 1 in 3 middle managers tomorrow. Will be like taking the brakes off.
Because they have a strategy and a plan and it involves people. Required and retain and nurture you best talent; not fatten up middle management and over burden with excuses. Demanding people are not negative, regarding executives with bonus at the expense of talent and hard work, then being told to "leave if you don't like it" is hardly a model for motivation for creation of an environment where one can succeed. Trust is key in any relationship, especially with ones employees.