I have noticed that even those who do not have much talent do not want to come here anymore. What happened to the reputation of this company? Once a reputation is ruined, it is mostly irreparable damage. I’m no longer even sure if DXC can do anything to fix it.
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I can tell you as an ex-exmployee, I never had any pride in working at DXC. Didn't update my linkedIn profile, never told friends that I didn't work at HP.
Now that I have left and work in a good place, LinkedIn is up to date, friends are bored of me going on about my job
@1kcn+1fk7ThZJ How many would I recommend, anyone without a job. Anyone that wants to take classes for free, anyone starting out with no real experience, anyone who doesn't want to work too hard and get Health Insurance, Paid sick time and almost 10 days vacation every other month thats who.
Stay for a year learn stuff on someone elses dime and leave with experience
To @1hck+1fk7ThZJ's point: How many people would YOU recommend go work for DXC? I can't think of a single person I would want to cause trauma in this way.
BeenthereDonethat - it's a free world, so what if the OP post threads like this. If they violated any rules or anyone else then the post will get deleted.
The OP could be right that DXC reputation is in the toilet, possibly warning eager recruits not to join this dire company and find better employment and company that invests in employee compared to DXC.
How would you know "ho do not have much talent do not want to come here anymore"? what a weird post .
This is a layoff site anyway, if no layoffs are happening then stay off the site. If they are then offer help to land a job if your laid off
Dxc is a holding company for CSC and EDS and 700 other companies, it's not a merger in reality is CSC bought EDS and paid HP 1.5 billion.. Mikey 1 was not convinced that he had the customer base, for growth, so he bought the customer base, but in reality he brought too much overhead, too many computer rooms, too many managers, they really didn't do their due diligence, but it was a fire sale, there was so much overhead at eds, from pricing 200 different ways to non-billable workers, HP didn't do anything interior organize EDS when they acquired it, it was the same old s***, whereas CSC had gone through a five year overhaul optimization and the stock price went up 400%. It's water under the bridge but imagine where CSC would be today without EDS, so you see CSC didn't need to overspend on those customers
What happened?
DXC has repeatedly failed to deliver on its commitments to customers globally. Many of the company's largest clients have left and found better suppliers.
Why has DXC failed like this? Simple - an obsession from Mike L with cutting costs, and completely ignoring customers and income streams. DXC remains the only consulting / tech firm I know that has actively slashed staff who are actively billing to projects. On one occasion I turned up on a client site to find that just 2 of my team of 21 were present. The rest had been hit by WFR, and no-one had bothered to inform me, the Programme Director, that this was happening. This type of behaviour is unacceptable to both clients and employees. I left shortly after this, without a new role to go to. I wasn't prepared to work for a company with this attitude. (I found a new role during my notice period though).
DXC's behaviour since the merge of CSC & HPE (and perhaps even before the merger) has been to cut, cut, cut. Well, the result of that can be summed up as angry clients and miserable staff. That's not a recipe for long term success.
DXC now has suffered so much repetitional damage that many potential clients won't even invite them to bid for work. Top and 'mid-range' talent won't go to work there, because they know how bad this company is.
Mike L was the cause of 90% of the damage. Mike S could have slowed the progress had he moved faster, but 12 months after he took over WFR was still in full flight and the company was still cutting. One message that I had thought Mike S understood from his previous roles is that you simply can't cut your way to long-term stability and growth.
In simple terms: the damage is done. DXC has made some appallingly bad decisions, and has behaved shockingly badly towards both staff and clients. Mike S didn't move fast enough to stop those behaviours when he took over. Undoing the damage is possible, but will take many years (you can destroy a good reputation overnight, but re-building it takes a very long time). Does DXC have enough time to rebuild its reputation before bankruptcy? Maybe, maybe not.
Exactly. Customers have reduced from DXC.
They know DXC's availability is poor.
What happened to the reputation of this company?
I'm not sure it ever had a (good) reputation, just a merger of shrinking legacy services companies with some clever financial engineering as part of the merger so no available investment to truly form a new or a single company and no investment on going for development or innovation and the expected result - a slowly shrinking company